IES 50 Feats That Transformed Singapore by Ben Lim Media

ENGINEERING A FIRST WORLD 50 FEATS THAT TRANSFORMED SINGAPORE

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ENGINEERING

A FIRST WORLD 50 FEATS THAT TRANSFORMED SINGAPORE FOREWORD BY PRIME MINISTER LEE HSIEN LOONG

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ENGINEERING

A FIRST WORLD

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ENGINEERING

Published by The Institution of Engineers, Singapore Copyright © 2018 The Institution of Engineers, Singapore Designed and produced by Epigram Editorial consultant: Penman LP Editor: Ian De Cotta Writers: Alywin Chew, Lynda Hong, Joy Fang, Jo-ann Huang, Loretta Marie Perera Photography by Justin Ong

A FIRST WORLD 50 FEATS THAT TRANSFORMED SINGAPORE FOREWORD BY PRIME MINISTER LEE HSIEN LOONG

National Library Board Singapore Cataloguing-in-Publication Data Name(s): The Institution of Engineers, Singapore Title: Engineering A First World: 50 Feats That Transformed Singapore. Description: Singapore: The Institution of Engineers, Singapore, ©2018. A coffee table book to commemorate the top 50 engineering feats in the last five decades in Singapore. These are projects deemed by members of the public to have made the greatest economic, infrastructural or societal impact to Singapore since 1965. Through this book, IES aims to share innovations and challenges behind the 50 engineering feats; provide insights into the engineers’ personal journeys to instil pride in the profession; and recognise their efforts in Singapore’s nation-building. Identifier(s): OCN 1011087881 | ISBN 978-981-11-5183-5 (hardcover) Subject(s): LCSH: Engineering – Singapore – History | Engineers – Singapore | Engineering -- Vocational guidance. Classification: DDC 620.095957 -- dc23

All rights reserved. No part of this publication may be reproduced or transmitted in any form by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without the written permission of the publisher. Printed in Singapore

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A publication by The Institution of Engineers, Singapore dedicated to the 50 winners of the Engineering Feats @ IES-SG50 Competition

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CONTENTS

BUILDING OUR COUNTRY 18 Taking Overhead Cables Underground Converting the Ground 22 Marina Barrage Realising One Man’s Vision

8 Foreword by Prime Minister Lee Hsien Loong 10 A Word from IES by IES President Edwin Khew 12 Introduction A Tradition of Nobility

26 Jurong Island Fusing a Magnificent Seven 30 Marina Bay District Cooling Network The Invisible World Beater 34 Jurong Rock Caverns Digging Deep into the Unknown 38 Pasir Panjang Terminal Expansion Laying the Ground for a Nation 42 World-Class Electricity Grid A Power Second to None 46 Cross-Island and Jurong Island-Pioneer Cable Tunnels Future-Proofing the Grid 50 Deep Tunnel Sewerage System Underground Super Highway

MOVING OUR PEOPLE 56 Singapore’s First Mass Rapid Transit System Putting a Nation on Tracks 60 World’s First Electronic Road Pricing Traffic Game Changer 64 Driverless Mass Rapid Transit System A Gem that Prizes Safety 68 Kallang-Paya Lebar Expressway A South-East Asian Wonder 72 Marina Coastal Expressway Slaying Demons in Deep Earth 76 Downtown Line Bugis Station Raising the Bar at Bugis 80 DTL Live Lines Crossing A Test of Precision 84 New Sentosa Cable Car Line Laying the High Line 88 Downtown Line under the Singapore River Underground Web of Intrigue

DEFENDING OUR NATION 94 Bionix The Making of a Beast 98 SAR21 Top Gun for the Very Best 102 Air Command and Control Hub Guarding Singapore’s Airspace 106 Infrared Fever Screening System The War Against SARS 110 Underground Ammunition Facility The Firepower Underground 114 Air+ Smart Mask A Genius behind the Mask

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GREENING OUR ISLAND

GLOBALISING OUR CITY 190 Esplanade Bridge A Bridge for the Future

120 Cleaning up the Singapore River Remaking a Nation’s Lifeline

194 The Float at Marina Bay Making Steel Float

124 NEWater The Search for Water

198 The Singapore Flyer Wheeling a Record High

128 National Library Building Reading into the Future

202 Pinnacle@Duxton Towering to New Heights

132 Zero Energy Building Getting off the Grid

206 Marina Bay Sands Building the Perfect Jewel

136 Samwoh Eco-Green Building Turning Trash into Construction Material 140 Punggol Waterway The Making of a Waterway 144 ABC Waters at Kallang River@ Bishan-Ang Mo Kio Park Against the Odds, a River Is Reborn 148 Semakau Landfill Semakau Landfill, the Unthinkable

210 ArtScience Museum Defying Gravity

ENHANCING OUR LIVES

TRANSFORMING OUR INDUSTRIES

154 LTA Design of Contactless Top-Cover Smart-Card Reader for MRT Stations The Art of Common Sense

172 Invention of the ThumbDrive Data in Your Thumb

158 CEPAS Card and a Symphony for E-Payment In a Class of Its Own 162 Next Generation Nationwide Broadband Network Shifting Gears to Nirvana 166 Lift Upgrading Programme Giving Convenience a Boost

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176 Keppel Singmarine Icebreaker Breaking the Ice 180 KFELS N-Class Taking on the Harshest Sea 184 Keppel O&M’s DSS Series of Semisubmersibles The Deep-Sea Warrior

214 Gardens by the Bay A Masterpiece of Ideas 218 Keppel Bay Reincarnating a Dockyard 222 Singapore Sports Hub Engineering a Global Sports Icon 226 Marina Bay A Vision and the Backbone 230 Acknowledgements 232 Photo Credits 234 Outstanding Engineers of the 50 Engineering Feats

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Foreword

FOREWORD

“This book recognises our fifty greatest engineering feats, chosen by the public. It offers a glimpse into the many challenges that our engineers encountered and overcame. It celebrates their ingenuity and tenacity, to build a better Singapore.”

ur engineers have helped build Singapore: from the HDB flats we live in, to the industrial estates we work in, and the steady supply of water and electricity we take for granted. Their work has transformed the lives of Singaporeans because of breakthroughs like NEWater, reclamation projects like Jurong Island, and the Marina Coastal Expressway. Yet, some of their work is less visible to the public, including Singapore’s deepest underground structure, the Jurong Rock Caverns, and the world’s first large-scale Underground Ammunition Facility, which frees up space above ground for other uses. This book recognises our fifty greatest engineering feats, chosen by the public. It offers a glimpse into the many challenges that our engineers encountered and overcame. It celebrates their ingenuity and tenacity, to build a better Singapore. The engineering profession still plays an important role in Singapore’s development.

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We need good engineers to maintain and upgrade our infrastructure to meet the changing needs of our ageing population, and to keep on developing innovative solutions to our resource constraints. Beyond having good engineers, we need to develop the deep engineering capabilities and the complete thriving engineering ecosystem. The Government, private sector, and academic institutions must work closely on complex engineering projects, including building a Smart Nation, in order to take engineering and Singapore forward. I hope this book will inspire our next generation of engineers to meet future challenges, and take the profession to new heights.

Lee Hsien Loong Prime Minister of Singapore

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ENGINEERING A FIRST WORLD

A Word from IES

A WORD FROM IES “I congratulate all winners of the competition and thank the IES and book committees, secretariat, and members of the 2016/2018 council, and our donors and sponsors who were unwavering in their support for this book project.”

t took more than three years of planning to produce Engineering a First World – 50 Feats That Transformed Singapore, which tells the stories of the amazing work of engineers in Singapore from 1965 to 2015. The idea came about during an informal meeting of past presidents, council members and friends of IES in late 2014 on how to promote and recognise the engineering profession when Singapore celebrates its 50th year of Independence in 2015. It was also meant to mark IES’s Golden Jubilee the following year. We eventually decided on a competition, Engineering Feats @IES-SG50, to pick the 50 top projects that had the most impact on the nation and the lives of Singaporeans over five decades. For the IES committee (see Page 230) that was charged with organising this, they accomplished admirably what was a huge challenge. From selecting a shortlist of 113 projects for members of the public to vote online to planning and executing the awards ceremony during IES’ Jubilee Dinner in 2016, they were meticulous in every detail. The toughest job though fell upon the book committee (see page 230) to publish the 50 feats into a book. They had to coordinate

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with the eventual 50 winners and scores of engineers to relate their incredible work in this book. They also had to gather detailed information on the background of these men and women who toiled on the projects and the challenges they encountered. The stories that were told and dozens of photos had to be carefully selected with the editor and publisher so that this book will attract a new generation of engineers to step forward for the future of Singapore. We are confident many young Singaporeans will be encouraged to take up this challenge and continue the work of those before them, as this book will be distributed to all schools, junior colleges, institutions of higher learning and libraries. I congratulate all winners of the competition and thank the IES and book committees, secretariat, and members of the 2016/2018 council, and our donors and sponsors who were unwavering in their support for this book project.

Er. Edwin Khew Teck Fook PBM President The Institution of Engineers, Singapore

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ENGINEERING A FIRST WORLD

Introduction

INTRODUCTION

A TRADITION of NOBILITY

hree years after landing in Singapore, Thomas Stamford Raffles appointed Philip Jackson as Singapore’s first official engineer in 1822 to remodel and rebuild the island. Construction of a town by the Singapore River began in earnest soon afterwards and among those built by 1827 was the courthouse. It became Parliament House in 1959 before it was converted into The Art House in 2004. This national monument, one of the earliest buildings still standing today, showcases the enduring work of engineers in transforming Singapore from a colonial outpost into an urban nation.

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The early years also saw engineers developing a world-class harbour that transformed the island into a global seaport. Telephones were installed in 1879, followed by electrical power 27 years later in 1906. They also ensured water supply was sufficient for a growing population through the construction of MacRitchie and Peirce reservoirs between 1860 and 1910. After the Causeway was built in 1927, pipes were laid on it to give Singapore access to water from Johor. The transformation of the island through daring and innovative engineering went on unabated into the 20th and 21st centuries.

above: Engineers played a significant role since 1965 in Singapore’s transformation from a Third to First World nation

Engineers’ imprint on a nation The task of developing Singapore took on urgency after the city-state gained independence in 1965. This book highlights the 50 most notable engineering feats the public voted for in a competition The Institution of Engineers, Singapore ran in 2016. As eyewitnesses to the city-state’s development at different stages in the last five decades, three engineers recall the profession’s ability to constantly step up to the plate to meet the evolving needs of Singapore. Lui Pao Chuen, the country’s first chief defence scientist, says that Singapore’s push to

accelerate infrastructure development picked up momentum after it gained self-government in 1959. He remembers the events of that year, when the newly elected government of Prime Minister Lee Kuan Yew was sworn in on 5 June. “His team had many urgent tasks,” adds Pao Chuen. “The government’s priority was then to create jobs, and industrialisation was a major pillar of this effort. Singapore’s first Minister of Finance, Dr Goh Keng Swee, was tasked to develop an industrial estate in Jurong to help the Economic Development Board encourage overseas companies to set up factories there. Engineers played a key role in preparing the

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ENGINEERING A FIRST WORLD

“In almost 200 years, engineers have been able to pass the baton to successive generations to help Singapore thrive despite the odds stacked against it.” infrastructure in Jurong and also worked in the new industrial companies.” After Singapore gained independence in 1965, the focus turned from rehousing a population who lived mostly in kampongs with poor sanitation to building modern facilities and developing a credible defence force. And so began the participation of engineers in national development. “The Public Works Department, which was responsible for planning, designing and supervising the construction of all public projects and their subsequent maintenance, was the employer of choice for engineering graduates. Some of the major projects included the development of roads and Paya Lebar Airport,” says Pao Chuen. “Engineers also worked in the background to make sure that municipal services of water, electricity and gas, were provided to the public by PUB.”

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Introduction

Innovative solutions: engineers rise to the occasion Beyond infrastructure development, and with a strong pivotal position on one of the world’s busiest shipping routes, Singapore had to brand itself in other growing areas such as in manufacturing, communications and logistics. The goal was to elevate the country from its position as a city-state to a liveable global city that attracts both investors and professionals to establish high-value industries, especially in R&D. Peter Ho understands this. At 39 years old, the engineer is co-founder and CEO of HOPE Technik, which produces Red Rhinos and hazmat-control vehicles for the Singapore Civil Defence Force. It also builds drones and specialised robots. In 2012, France’s Airbus selected the company to design a prototype plane that could take travellers to the edge of space. It is a testament to the abilities of Singapore engineers to take on some of the world’s most challenging projects. Of all the accomplishments since 1965, Peter feels the Marina Bay District Cooling Network and Changi Airport are two of Singapore’s greatest engineering feats. “The district cooling network solves the one big challenge in Singapore: More air-con! The scale it was done, the efficiency gains, and the elegance of how it is all hidden below ground, are mind-boggling.

“And Changi Airport is amazing – just think of how it has lasted this long. It is infinitely upgradeable, and is still the best in the world. Terminals 1, 2, and 3 were built to last and with regular upgrades to infrastructure and facilities, they consistently remain relevant to travellers’ needs. And there is more to come.” By all measures, engineers stepped on the gas from Independence onwards to transform Singapore into a First World nation. Their mark is an efficient and modern seaport, which continually vies for the world’s top spot. It is in the clean waterways – once filthy – that are now reservoirs. The MRT, underground expressways and state-of-the-art communications systems all bear their imprint.

A future built on the past The contribution of engineers to Singapore’s development is immeasurable. Woo Lai Lynn, chief engineer of conveyance at PUB’s Deep Tunnel Sewerage System 2 Department, casts an eye on Jackson’s work to rebuild the island almost 200 years ago and pays tribute to her fraternity’s predecessors from the distant past. “It may be interesting to note that the first land reclamation project in Singapore actually started way back in 1822,” says Lai Lynn. “On his third visit to Singapore, Raffles decided to move the commercial centre to the south bank of the Singapore River. This was only

above: Singapore’s development has elevated the country from a city-state to a liveable global city that is a magnate for investors and tourists

made possible by reclaiming the swampy land that was riddled with streams. The hill near what is today known as Raffles Place was levelled for backfill and the reclaimed bank became South Boat Quay – an important centre of economic activity. “Another prominent development was the construction of the Town Hall – now known as Victoria Theatre – that commenced in 1855 and completed in 1862. It was the first of a number of large, grand buildings constructed in Singapore, which included the Victoria Memorial Hall and the Fullerton Building.” In almost 200 years, engineers have been able to pass the baton to successive generations to help the Little Red Dot thrive despite the odds stacked against it. But the country faces a challenge: the number of engineering students has been dipping over the last decade as many chose to pursue other professions. But Edwin Khew, president of The Institution of Engineers, Singapore, is optimistic. “Engineering is continuously evolving, and will take on new roles with changing technology. What we now have is the integration of traditional skill sets, and the emergence of multi-disciplinary engineering functions, especially in the fields of biomedical, environmental, infrastructure and data analysis,” he says. “This requires a new type of engineer – one who is schooled in traditional engineering disciplines and able to perform multifunctional roles, while appreciating the need for life-long learning. IES will play its role in creating this new community of engineers who will rise to the new realities to ensure Singapore stays relevant and competitive.” This is critical because Singapore’s ability to continue to have its place under the sun will depend on ensuring an uninterrupted supply of engineers.

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BUILDING OUR COUNTRY

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ENGINEERING A FIRST WORLD

Building our Country

TAKING OVERHEAD CABLES UNDERGROUND

CONVERTING the GROUND A

morass of telecommunication cable lines linked to poles and running above ground may be a common sight in most countries, but one would struggle to find such fixtures in Singapore. Overhead cables have been largely absent from the local landscape for close to 40 years. Today, nearly all of Singapore’s cable plants are located underground, with the exception of places like Lim Chu Kang, Pulau Ubin and construction site offices. The move to place them below the surface was initiated in 1980, after engineers realised the overhead structures were becoming increasingly difficult to maintain as they were exposed to the elements. In a tropical country like Singapore, where rainfall is high, rust was prevalent on many of these metal poles – making them unstable and a hazard. Furthermore, lightning often damaged overhead lines and disrupted telephone services. Low-hanging cables also risked electrocuting pedestrians, especially when it rained. Singtel, which was then known as the Telecommunications Authority of Singapore or Telecoms, and a statutory board, undertook the project. As work progressed, it turned out that an engineer’s job was not always about working with steel, concrete, heavy machinery and sophisticated technology, but also with people to bring about change to improve lives. In bringing down the poles and laying cables

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underground, Singtel engineers Chong Nee Kuen, Tan Beng Hua and Tan Choo Lip spent the better part of the project working with residents – a side of engineering that is equally, if not more, important.

The vision “Safety was one of the biggest factors that moved Singtel to run cables underground,” says Nee Kuen, Singtel’s senior manager who was then a technical officer. “It proved to be safer, not just for the general public but also for technicians who would have to climb the tall metal poles to fix problems. The project also came at a time when the government was looking to turn Singapore into a garden city, and removing those unsightly poles from the landscape was in line with this vision.” Though it was more costly to install, operate and maintain underground cables, Singtel went ahead with the ambitious undertaking knowing that the long-term benefits, in terms of safety and reliable connections, would be worthwhile. Beng Hua, Singtel’s associate engineer who started the project as a technician, says the engineers knew the move was a way of futureproofing Singapore’s telecom network. “We were the first in the region to embark on such a massive project,” he says. “We knew that underground cables would be commonplace, so we were eager to prepare for the future.”

With gas and sewer pipes, and electrical cables already running underground, the Singtel engineers had to coordinate their work with agencies operating the pipes and cables to avoid damaging them during excavation work. Choo Lip, who was then a technician, recalls retrieving blueprints from PUB and Singapore Power to determine the location of the underground pipes and cables, while Singtel engineers relied on instruments to detect them from above ground. “As an added precautionary measure, our contractors first dug trial holes using cangkuls (hoes) every 30m to mark areas suitable to lay Singtel’s cables,” adds the associate engineer.

“It was only when they gave the all-clear that we brought in the heavy excavation machinery.”

People who matter As telecom cables in most HDB homes had already been laid underground, much of the conversion work would impact residents of landed properties and tenants of buildings in town. The toughest challenge of the project, recalls Nee Kuen, was not the intensive legwork under the scorching sun but trying to convince residents that the short-term inconveniences they had to put up with would end with more stable telephone connections.

above: Members of the project team, top row, L–R: Lim Teck Hock, Chong Nee Kuen, Tan Beng Hua, Tan Choo Lip, Jamaluddin Bin Aziz; bottom row, L–R: Song Meng Seng, Choo Liang Seng, Lee Chong Beng

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ENGINEERING A FIRST WORLD

“From the 1960s to the 1980s, we had copper cables that could carry only voice and low speed data…Now we have fibre carrying not only voice but also high speed data and video.”

Building our Country

Fearing that noise and dust during excavation works would affect their businesses, shop owners put up the greatest resistance. In contrast, only about 10 per cent of landed property owners made a fuss. “Most residents understood that we were giving them an upgrade – at no extra cost – which would make their neighbourhoods safer and aesthetically more pleasing,” recalls Nee Kuen. “But some feared the excavation work would damage their beautiful gardens. We had to explain to them what the project was about and we discussed how we could go about doing our work without being too disruptive.” For a handful of residents who wanted the upgrade but refused to allow excavation work on their properties, engineers had to innovate, using metal clips to hold the cables along the garden walls and small drains that led to their houses. But, this solution was not ideal as the metal clips were susceptible to rust and would fall apart over time. Beng Hua says residents who refused the upgrade rushed to sign up after they were told that they would have to pay for the service in the future. “We gave the latecomers free upgrades anyway,” he adds. “Those who didn’t want the upgrade ended up as the only residents on the street with an eyesore of a telecom pole and overhead cable outside their homes. That was enough to change their minds.”

opposite page, top: Laying of cables near residential areas

This evolution of telecommunications in the country, muses Nee Kuen, says a lot about the importance of engineering. And having a hand in this progress also serves as his motivation for working in Singtel for more than 40 years. “From the 1960s to the 1980s, we had copper cables that could carry only voice and low speed data,” he explains. “Now we have fibre carrying not only voice but also high speed data and video. Without telecommunications engineers, we wouldn’t have things like WiFi connection, high-speed Internet connection, fibre broadband services and traffic cameras. “I’ve been in this job for this long because I want to help drive progress in the country. Besides, this job allows me to meet many people, from citizens to contractors, architects, engineering consultants and peers from other government departments such as LTA, HDB, URA and PUB. Looking ahead, I foresee a greater need for engineers to tackle problems that modern societies face, especially those of an ageing population.”

Beng Hua agrees. “Engineering has contributed significantly to making life better for the people and I believe it will continue to be crucial to Singapore as the country strives to become a Smart Nation.”

opposite page, bottom; right and top right: As they were exposed to the elements, the overhead cables were prone to rust and accidental damage

The future unfolds The experience from this project, which took about four years to complete, has since helped Singtel to run telecommunication pipes and cables in the Common Services Tunnel for the Marina Bay area. The project had also laid the groundwork for installing fibre cables for Singapore’s Next Generation National Broadband Network in 2009.

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ENGINEERING A FIRST WORLD

Building our Country

The clean-up of the waterways began in 1978 at the behest of founding Prime Minister Lee Kuan Yew. Then, when it was completed nine years later and marine life returned to the river and basin, he spoke about having a barrage at the mouth of Marina Channel to create a massive freshwater lake. He was of the conviction that within 20 years there would be breakthroughs in anti-pollution and filtration technologies to make his vision feasible.

opposite page: Members of the project team, L–R: Koh Boon Aik, Pek Choon Kiat, Hashim bin Yusof and Andrew Koh

Diving deep

I REALISING MARINA BARRAGE

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t was an idea that took guts to achieve. In 1977, the Singapore River and the Kallang Basin were like open sewers, polluted by human, pig, industrial and other types of wastes. In three decades, they came to form the Marina Reservoir, one of 17 reservoirs that provide drinking water for Singapore. A barrage was built to block the water body from the sea, creating a unique feature unrivalled anywhere in the world, with a reservoir in the heart of the city, a lifestyle destination and an engineering marvel to alleviate floods. How this came to be is the stuff of fairy tales, a journey that took 30 years to engineer. When it was built in 2008, the Marina Barrage won the top award at the American Academy of Environmental Engineers’ Excellence in Environmental Engineering Competition. It was only the second project outside of the USA in 10 years to bag it.

While the clean-up was a stunning engineering accomplishment, damming the channel was an outstanding innovation. Construction on the Marina Channel began in 2005, after a detailed study of the founding prime minister’s idea proved feasible. But as with any project of this magnitude, challenges were quick to emerge. The barrage was to be built on a 15m seabed of reclaimed land, below which was another 40m of marine clay, explains Koh Boon Aik, PUB’s senior project director of engineering development and procurement department. “Marine clay is a very soft variety soil that is exclusive to Singapore. It’s so soft that it tends to move,” adds Boon Aik, who was also the former director of PUB’s best sourcing department, which manages most of the national water agency’s major projects, including the Marina Barrage. “When engineers come upon marine clay we tend to be very careful because a lot of the foundation has to be specially designed to cater to it. So, we had to go deeper into the marine clay to find soil that was harder and more stable to build on. Bored piling for the barrage foundation was constructed beyond the upper and lower marine clay layers and into Old Alluvium at the 65m depth.” As boats were plying between the sea and river basin through the channel, engineers had to factor this into their construction plans. Working in phases, cofferdams were inserted into channel to create a dry work area, 10m below mean sea level, while navigation

and seawater continued to pass through the narrowed passageway. But narrowing the channel also increased the velocity of the water passing through it. “It’s just like when you squeeze a hose at the mouth, the water spurts out in jets,” explains Boon Aik. “To prevent accidents and safeguard marine traffic, we installed current velocity meters and a channel velocity warning system to alert passing traffic of changes in water conditions.”

Opening the floodgates

below: The Marina Barrage blocks off seawater from the bay to create a reservoir in the heart of the city

The original plan to fix tidal gates like those at Kranji Reservoir on the Marina Barrage was discarded because while they are the mainstays of other reservoirs, their installation required a greater height at the channel. This would have blocked the sea view that Boon Aik and his team and planners wanted to preserve. “We considered a rubber dam, which is easy to fully inflate or deflate, but it would be very difficult to control the reservoir level with a partially deflated rubber dam. Neither option was suitable for the Marina Barrage.” One proposal was to use a combination of rubber dam and crest gates. But during the tender stage, an attractive alternative emerged and engineers adopted it – an all-crest gate system that allowed an unobstructed view of the sea and gave engineers complete control of the reservoir water level.

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ENGINEERING A FIRST WORLD

below: The barrage’s rooftop boasts a green space that has become a popular lifestyle destination for families and even kite enthusiasts The nine crest gates are housed under the Marina Bridge

Building our Country

“The Marina Barrage project was an interesting one. It’s a three-in-one project because it delivers three benefits: water supply, flood alleviation, and lifestyle.” Nine steel crest gates, each measuring 30m wide and 5m high, were designed in a fish-belly shape to block out seawater from entering the reservoir. This innovation allowed them to float and rise automatically in tandem with tide levels without the need to activate them manually. Installing the gates was a demanding work of precision. A large crane barge was deployed to lift each 70 tonne steel gate and positioning them had to be accurate to a millimetre. Putting in place each gate took hours. “We never expected the tolerance level to be that low,” says Boon Aik. “We had to be careful in loading them because with their weights, the force of a slip-up would have been tremendous. It was a challenge, but it was an interesting one.” With the crest gates installed, excess storm water could be released into the sea at low tide. To manage the reservoir water level during high tide, when the gates can’t be lowered, engineers put in place seven gigantic drainage pumps to discharge the excess storm water from the reservoir into the sea. The pumps are housed in the drainage pumping station that has a spacious landscape roof and is opened to the public as a recreation area. It is also aesthetically designed to complement the nearby Gardens by the Bay. Since it opened, the barrage has attracted more than 14 million visitors. “It’s rare that an engineering facility like the Marina Barrage becomes a lifestyle attraction, not just for residents but also for tourists,” says Boon Aik.

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“The Marina Barrage project was an interesting one. It’s a three-in-one project because it delivers three benefits: water supply, flood alleviation, and lifestyle.”

From Third to First World The Marina Reservoir has the largest water catchment of 10,000ha – about one sixth the size of the Singapore mainland. Along with Punggol and Serangoon reservoirs, which were built in 2011, they have increased Singapore’s water catchment areas to two-thirds of the country’s land area. As a small nation with limited natural resources, this is critical in the city-state’s survival and independence. “The barrage also acts as a tidal barrier to keep out high tide from the reservoir,” explains Boon Aik. “It used to be that when

the tide was really high, it flooded lowlying areas in the city like Chinatown and Little India. Today, the barrage operates to manage the tides and these areas are now less vulnerable to flooding. This is because we can control the water level in the reservoir and it is more or less the same throughout the year.” Because of one man’s vision, what used to be a polluted river and basin that pervaded the air in the city with their stench, have become a magnet for lifestyle. The Marina Reservoir is also now a major destination for international sporting events and has hosted the Youth Olympics and the Extreme Sailing Series, as well as the Singapore Formula One Grand Prix along its fringes.

above, clockwise from left: Construction of marine cofferdams across Marina Channel Bridge segment launched between piers Crest gate hoisted into position by a crane barge Drainage pump lifted into position

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Building our Country

Pesek

Merlimau Seraya

JURONG ISLAND

FUSING a MAGNIFICENT SEVEN

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Tembusu

Chawan Merbau

Angsana Sakra right:

Banyan

Until the 1960s, the islets were home to fishing communities and small villages above and opposite page:

Jurong Island, a leading energy and chemicals hub, was formed through the amalgamation of seven offshore islets

s the lead national agency tasked with managing and developing Singapore’s industrial infrastructure, JTC’s accomplishments since its formation in 1968 are well documented. At the start, apart from providing facilities for the manufacturing industry, its mission was to make Jurong – Singapore’s first and biggest industrial estate – a liveable town. This included an ambitious plan to develop about 688ha of swampland into Jurong Industrial Estate. In the nascent years of independence, when the nation was racing to create jobs, JTC played a key role in driving rapid industrialisation to secure the nation’s survival. But its biggest challenge came in 1991 when the petrochemical industry, in which Singapore is a major global player, needed that extra oomph. Five years earlier, JTC had completed the work of enlarging seven islets to about 1,000ha – eight times their original size. Located off the coast in the south-west of mainland Singapore, they were expanded in order to host the refineries of some of the world’s biggest petroleum brands, such as Shell, Exxon and Mobil. Despite the expansion, it was not enough for the industry’s future demands. Long-term projections indicated that three times more space would be needed within five decades.

For an industry contributing 25 per cent of the nation’s manufacturing output, it was an important and urgent matter. With Singapore facing a perennial real estate crunch, creating space on the mainland was not an option. An idea was hatched to reclaim 3,000ha from the waters off the seven islets and fuse them into a single Jurong Island. The plan was to create a single landmass with seamlessly connected infrastructures, including a common corridor of pipelines to link petrochemical companies whose production lines were intertwined. JTC was given the task to undertake this game-changing endeavour.

Taking on the challenge But there were challenges in the reclamation work they were about to embark on. They had to factor in the operations of the petrochemical plants and jetties already on the islets. It was a monumental engineering undertaking for JTC in reclaiming land from the sea. But when work started in 1991, the agency was confident its engineers were up for the challenge. “It was no mean feat,” recalls Chua Leong Yew, deputy director of JTC’s Reclamation and Infrastructure Division. “A whole lot of planning went into it – when to start work, how to keep operations on the islands uninterrupted with ships coming in and going out of them, and how to create an island that would enhance Singapore’s standing in the global oil and gas industry.” Engineers had to walk a tight rope. With machines moving sand and levelling earth,

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“We joined this field because we want to contribute to the development of Singapore.”

Building our Country

right, from top: Reclamation of the seabed to form Jurong Island in the 1990s

they had to make sure utility cables and pipelines of the refineries would not be damaged. They also had to prevent silt from flowing into the seawater that refineries drew to cool their machineries. Calvin Chung, director of Reclamation and Infrastructure Division at JTC, emphasises: “It was unlike any other reclamation work we had done previously. The silt, for one, could clog up the seawater intake of the chemical plants and we had to take extra precautions in managing and monitoring our work to control the sediments released into the sea.” There was also the issue of sand. With an insufficient amount to get the job done, JTC had to indent it from around the globe, even “from more than 2,000km away”. Calvin, an engineer when he joined the team in 2004, remembers going “to great

lengths to get the sand, and creating a new industry in the export of sand to Singapore in the process”. He says: “Unlike most countries, Singapore has to import almost all the materials for construction works. Because of this, we had to be precise in our calculations on the volume we needed to reclaim land for Jurong Island.”

Connecting the dots

left: Calvin Chung

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It is a testimony of the calibre of JTC’s engineers that the reclamation work for Jurong Island was completed without a hitch. Their meticulous management and planning even allowed them to finish the project in September 2009 – 20 years ahead of schedule. They also delivered the corridor of more than 100 pipelines that linked companies already on the island and with those set to open up shop there. “We provided a highway of networks so that when a company completes refining a product to a higher grade, it can just move it to the company next door or somewhere else

above: Members of the project team, L–R: Tan Su Chern, Chua Leong Yew, Finn Tay and Chong Chen Chuan

on Jurong Island,” says Leong Yew, who was a senior engineer in 2007. “This company can then send the product to another one to turn it into other products. Everyone gains.” Other than the network of pipes for transferring chemical products, JTC and the then Public Works Department also built a causeway to link the island with mainland Singapore. This was no straightforward task. Engineers had to study changes to the tidal current when the causeway was built and design it to accommodate motorised traffic and utility pipelines. “Everything had to be thought out,” says Tan Su Chern, deputy director of JTC’s Technical Services Division. She was a senior engineer when she joined the project in 2006. “Water, electricity, fuel drains, oil, gas and chemical pipelines – we had to think about how they would lie along the roads.”

A jewel under the sun To date, more than $47 billion has been invested on Jurong Island. It is now home to

over 100 companies that provide jobs for more than 50,000 workers – 71 per cent of whom are Singaporeans or PRs. They have helped entrench the chemical cluster as a key driver of Singapore’s manufacturing sector, contributing a third of the total sum. Calvin is grateful to have worked on such a large-scale project and points out the importance of engineers in a nation’s success. “We joined this field because we want to contribute to the development of Singapore,” he says of his engineering team. “A lot of what we did for this project helped Singapore save a lot of money and the project created opportunities and jobs for people. “I am glad to have been given the opportunity to work with JTC’s pioneering engineers, to see plans materialise into physical developments and how no decision is too trivial. There have been ‘minor’ decisions that ended up making a big difference. The immense satisfaction I get from contributing to nation-building cannot be expressed or replaced adequately.”

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Building our Country

below: One of the largest thermal storage systems in the world

MARINA BAY DISTRICT COOLING NETWORK

THE INVISIBLE WORLD BEATER

below: Members of the project team, L–R: Foo Yang Kwang and Ang Chee Keong

n billboards around the world, Marina Bay is often the face of Singapore that portrays the city-state as a major Asian lifestyle destination. The skyline, with impressive buildings along the waterway, has become a global icon. But an engineering genius is hidden out of sight, five floors below the surface next to the Helix Bridge. There, the world’s largest underground district cooling system works round the clock, delivering cool comfort to occupants of 23 buildings in downtown Singapore. And the Marina Bay District Cooling Network does this with energy savings of up to 40 per cent for building owners. It also helps to reduce CO2 emission by 34,500 tonnes per annum. This is equivalent to slashing the emissions of 170 HDB blocks or taking 10,500 cars off the roads. It is through the ingenuity of Singapore District Cooling – a subsidiary of SP Group – and its engineers taking advantage of economies of scale that the entire scheme was made possible. How does the MBDCN work? Large buildings use chillers – a key component of air-conditioning systems – that produce cold water to remove heat from the air. The MBDCN instead centralises the production of the chilled water, removing the need for buildings to operate theirs. As a result, the MBDCN has freed up at least 25,000 square metres of land space worth some $2 million annually.

Challenging the mind The feat was in the meticulous planning, and applying logical and engineering instincts. And a key objective was to design and operate a network with multiple plants with

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a backup in place to provide uninterrupted service. Such a system existed only in research papers, recalls SDC general manager Ang Chee Keong, the project’s senior manager of operations & maintenance. The challenge, though, was to maintain stability in the chilled water system. SDC deputy managing director Foo Yang Kwang explains that it is similar to how electricity is distributed from multiple power plants in a grid system. But from a mechanical point of view, unlike electricity distribution, warmer water needs to return to the plant for re-chilling – making “control engineering more complicated”, says Yang Kwang, who was senior manager of business and project development during the project. He and his fellow engineers, Chee Keong and Tey Peng Kee who was SDC’s managing director at the time, took a year to design the multi-plant concept. The project was a massive undertaking. Underground spaces had to be carefully managed to install the infrastructure that included 16 giant chillers (up to 62,000 refrigeration tonnes), 10km of large pipes, 25 cooling towers and 79 heat exchangers.

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Building our Country

“An engineer’s undertaking is not a one-man show. It’s a group of people coming together to create something useful to society.”

above: The huge network is operated 24/7 all year round and maintained by a small but well-trained engineering team

It also helped that everyone who was involved in the project did not have a silo mentality, says Yang Kwang. “For instance, I’m a mechanical engineer by training, but I also have to think of control engineering. Looking at the project in a holistic manner helped us build a more robust system.”

The helicopter view The MBDCN consists of 12 thermal storage tanks with a capacity of seven Olympicsize swimming pools. The tanks store ice that is made in the night and then used during warmer parts of the day and during power outages. With plans to develop more commercial buildings in the Marina Bay area, the URA is planning to construct more of such plants. And Chee Keong, who oversees the operation and maintenance of the existing systems, is working with the design team to build them. The helicopter view he has over the entire system will ensure the network remains cost-effective and reliable. “If operations are disrupted, then maybe the problem lies with the design,” says

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This would take them seven to 10 years of experience on at least two projects. You need patience to evolve into a competent engineer.” Chee Keong echoes the sentiments, adding that in a world of rapid change, especially in the age of instant information, young engineers must not rush to store up their knowledge bank. “Even e-mail is considered slow, everyone communicates via chat apps like WhatsApp. “Back when I was a rookie, we would write our ideas down in a memo and took time to think through the processes. Engineers need time to enjoy the work on hand and to develop their skills.” Yang Kwang emphasises that engineers take great pride in their work and are meticulous

from start to the end of a project. “Anybody can shout out slogans, but we question how to go about achieving them. The devil is in the details – rigour is one of the keys in preventing fundamental errors.” And the MBDCN is a source of immense pride for the veteran engineer. “Whenever I go to Marina Bay, I can’t hide the pride I feel when I tell my son and wife that I had a hand in the projects – even though they don’t exactly know what I mean when I say that. “An engineer’s undertaking is not a one-man show. It’s a group of people coming together to create something useful to society. And this is what engineering is about: We plan, design and realise something substantial.”

below: Deep underground in the Marina Bay area is the world’s largest underground District Cooling System

Yang Kwang. “We have to consider every aspect of engineering from the concept stage and when the system is fully operational”. The MBDCN has not seen supply disruption since service began in 2005, and this was largely because of the constant feedback of its integrity from those operating the network, some of whom also helped designed it. “We are lucky to benefit from such feedback, especially from those who got to see through the planning of the project to the execution and daily operations. It’s very reassuring to have learnt that our engineering instincts have been spot on in many aspects because had we started on the wrong foot, I’m afraid we would have to do a lot of retrofitting,” says Yang Kwang.

Devil is in the details Nurturing the engineering instinct – crucial for projects such as designing the megainfrastructure for the MBDCN – in an engineer takes time, he adds. “In order to manage the design process, a young engineer needs tvo understand different aspects of engineering like control, civil and mechanical, among others.

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Building our Country

opposite page:

JURONG ROCK CAVERNS

DIGGING DEEP into the UNKNOWN

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Jurong Rock Caverns are South-east Asia’s first commercial underground liquid hydrocarbon storage facility right: Installation of the piping, instrumentation, mechanical and electrical infrastructure via operation shafts in the caverns below: Construction of the access shaft to the tunnels

n the search for land to accommodate a growing population and economy, Singapore has been gradually unlocking underground space with engineering ingenuity since tunnelling for the Mass Rapid Transit network began in the mid-1980s. With the exception of the protected nature reserves, almost every available space today is built up with high-rise housing, office towers, roads, and residential and commercial properties. But it is getting a little crowded below the surface, too. Shopping malls, expressways, the Singapore Power Cable Tunnel and the Deep Tunnel Sewerage System now occupy subterranean space. The Singapore Armed Forces has also dug deep for its Underground Ammunition Facility in rock caverns. And while the depth of the UAF has been a closely Plotting the battle guarded secret, the others sit as deep as 60m A project of this scale and complexity required below the surface. the prowess of experts from around the world, So how deep can Singapore go to free and the expertise of specialists from France, up more usable space? A hint of an answer Norway, South Korea, the US and Japan came in the early 2000s when JTC was was tapped. It was like a “United Nations of tasked with easing the land squeeze at the experts”, Teo Tiong Yong, JTC’s director of petrochemical hub on Jurong Island. With the Public Projects Division, describes the coming industry contributing a third of Singapore’s together of minds. manufacturing output, and growing rapidly, “It was a challenge getting everyone aligned investors needed to install more terminals for with the same objective, but we listened to the oil refiners and traders to store their oil and experts and learnt from them, then used our petrochemical products on the island. own engineering knowledge to consolidate the JTC’s plan was to build massive caverns feedback and make the final decision,” he says. beneath the island and below a body of seawater “The key objective was to tunnel into more at Banyan Basin. It was an unprecedented move. competent rock, so we conducted extensive Similar caverns in countries like Norway and studies of the ground we were going to work France were built in granite, but Jurong Island’s with before excavation proceeded.” was to be built on sedimentary rock, which Wading into unchartered territory, the is more fractured and weaker. JTC engineers were prepared for hurdles that would blindside them and test their ability to think on their feet and respond. They were not disappointed and faced their first obstacle when work began in January 2007. Despite data collected from two years of extensive studies, the engineering team hit water about 60m below ground while constructing the access shaft to the cavern. The team was forced to put the brakes on the project for about a year to stop water getting into the excavation site. An eight-month project for the shafts loomed into a two-year operation but the team was determined and pressed on.

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Building our Country

Conquering the beast below: Located 150m underground, the caverns can hold about nine million barrels of crude oil and condensate

As ground conditions were anticipated to be poorer between 70m and 90m, engineers decided to dig deeper to 130m – in stronger rock foundation – to avoid further water ingress during the construction of the tunnels and caverns. Despite this, the team still encountered groundwater, and had to redesign

LOCATION MALAYSIA

Jurong Island

SINGAPORE

JRC

Ships will dock at the jetty, and liquid hydrocarbon will be transferred via pipelines from the ships into the storage caverns, or up from the storage caverns into the waiting ships or to the end-user’s plant.

Diameter Ground level

24 m

ACCESS SHAFT Diaphragm Wall with Ring Beam System

Excavation of the access shaft took about two years to complete.

Reclaimed sand

Banyan Basin has a minimum depth of 16.5m.

Marine clay

Depth:

150 m

Residual soil

Steel-fibre Reinforced Concrete Lining

Weathered rocks

Shotcrete and Rock Bolt System

Fresh rocks (mainly mudstone, sandstone, siltstone)

Diameter

18 m

OPERATIONAL TUNNELS Two lifts, capable of carrying 45 tons each, transport machineries, materials and rocks to and from the caverns and tunnels.

9 km

of operational tunnels, access tunnels, maintenance chambers, and water curtain galleries built on two levels

ACCESS TUNNELS Statue of Liberty to scale (Excluding pedestal)

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and realign the tunnels during the subsequent phase of tunnel construction. The JTC engineers eventually accomplished their mission – and theirs was an engineering marvel. They employed the drill-and-blast method, using explosives to break rock to carve out the caverns. The five storage facilities that came out of them were unlined but water curtain galleries (tunnels) were built adjacent to them to maintain hydrostatic pressure and keep oil inside the caverns. Towering nine stories high, the caverns can store a total of 1.47 million cubic metres of petroleum, such as crude oil and condensate. This is equivalent to 600 Olympic-size swimming pools. Piping networks and 9km of tunnels were also constructed to support the caverns’ operations. Standing on the floor of the enormous underground storage facility when it opened in 2014, Chong Pui Chih was awestruck. “When I looked up, I realised the caverns the team had created were massive,” says the assistant director of JTC’s Infrastructure Department, who joined the team in 2004 as senior engineer and dived into the project at the concept stage. “I never imagined we could tunnel 130m down to create something this enormous.” While building the Jurong Rock Caverns is an extraordinary engineering feat, Tiong Yong says this is probably the world’s first underground, commercially run multiuser facility. Not only is it a remarkable achievement, but it also opens up new dimensions on how Singapore can efficiently maximise its use of land. “Going underground is now a possibility for other heavy industries. We invited many government agencies to the construction site to prove that going underground is achievable. This is where I feel we’ve accomplished one of our objectives – opening up the possibility for more caverns when the need arises.”

The craft of engineering Pui Chih is grateful she had a hand in a highprofile project and hopes that more students will take up engineering as Singapore faces unique challenges in its development.

“Large projects like the Jurong Rock Caverns don’t come every day,” says the assistant director. “Fresh engineering graduates need to persevere in the first few years and advance as consultants, contractors and developers before the big projects come their way – they will come as the young engineers gain more insights into the profession.” Melvin Ng, senior project manager at JTC’s Innovative Space Division and principal engineer at the time, concurs. “Most engineering graduates probably do not realise that university is just one part of their education. Engineers on the ground open up the part where you learn the art of engineering.” The former consultant for the Mandai UAF project makes the point his work in rock engineering was not something he learnt as a major in structural engineering. It has been a steep learning curve for him. Tiong Yong, an engineering veteran of 25 years, imparts this wisdom: “You can truly earn the engineer’s stripes only after going through years of on-the-job training. To be an engineer, you must be willing to get your hands dirty first. But the rewards are immense.”

above: Members of the project team, L–R: Ong Boon Kheng, Wong Siu Tee, Melvin Ng, Ong Huei Luen, Chong Pui Chih and Teo Tiong Yong

right, from top: Sedimentary rocks excavated from Jurong Formation Drilling works for rock bolt installation on roof of tunnel with the Jumbo machine Concreting works at the bottom of Access Shaft 3

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Building our Country

PASIR PANJANG TERMINAL EXPANSION

hunkered down to map out what had to be done before and during reclamation work, which was to start the following year. They first consulted marine conservation groups to relocate corals to sites at Labrador Nature Reserve. Thanks to their efforts, 80 per cent of the corals survived the move. Their next big do was how to prefabricate box-caisson walls that would be used to construct 5.7km of wharf structure. With 150 pieces each measuring 40m by 20m and 33m high – about the height of a 10-storey HDB block – they were one of the largest in the world. “This was a 24-hour operation and the walls had to be installed first before the land was reclaimed,” recalls Ong Ah Kiong, MPA’s assistant director for Pasir Panjang Terminal Development. “Unlike the previous phase, where we had space to build a yard to prefabricate the seawalls, we did not have any this time round. So, we first reclaimed land that was earmarked for the project. This small area was about 150m from shore but big enough for a yard to make the seawalls.” That portion was later linked to land reclaimed for the port expansion in phases 3 and 4. To create 198ha of land – about the size of 280 football fields – in the sea for 15 new container berths, 50 million cubic metres of reclamation fill was used.

LAYING the GROUND for a NATION kick-started the third and fourth phases of the Pasir Panjang Terminal with 15 new container berths for mega-size ships.

Taking back from the sea above: Members of the project team, L–R: Teo Yen Pai, Ong Ah Kiong, Koh Weijie and Cassandra Wang

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third of the world’s trade and half its oil pass through the Singapore Strait. At any one time, there are about 1,000 vessels in port, and every 2 to 3 minutes, a ship arrives or leaves. With ships also stopping to refuel, it is little wonder Singapore is the top bunkering port in the world. After Stamford Raffles established a free trade port in 1819, the island quickly flourished as a key trade route between Europe, Africa, the Middle East, the Indian sub-continent and

South-east and East Asia, Australasia and the Americas. Today, the city-state has connections to 600 destinations in more than 120 nations and is consistently ranked between the top two busiest ports every year. It is also the leading transhipment hub in the world. Employing more than 170,000 people, the maritime industry accounts for some 7 per cent of the nation’s gross domestic product. In 2004, to meet growing commercial demands, the Maritime and Port Authority of Singapore

Land had to be reclaimed from the sea and while smaller in scope than previous phases, there were difficulties. Work had to be carried out near existing terminals serving ships docking and leaving constantly, and operations there could not be disrupted. To retain the reclaimed land, engineers had to install seawalls, which had to be prefabricated onsite. And marine life, chiefly corals, had to be relocated to another marine reserve. Careful, detailed planning was needed and in 2006, engineers from MPA and Surbana Jurong, an infrastructure consulting firm,

above: Corals were relocated before reclamation work began

Filling in the gaps Engineers were ingenious in reducing the environmental impact of the project. Instead of using entirely sand, 45 per cent of the fill was made up of alternative materials, such as earth excavated from construction projects and soil dredged from harbour basins and fairways. Ah Kiong says while employing alternative materials for land reclamation was not groundbreaking, the sheer scale of the project made it outstanding. The result? The volume sent to waste disposal grounds was minimised and there were savings of $470 million. But this approach meant that coordinating with multiple parties had to be perfect, if the alternative materials were to be delivered in time for reclamation work to progress smoothly. “This method involved constructing

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Building our Country

“This is part of our job as engineers, we must cultivate good relationships with people who are affected by our work and be good listeners.”

quicker, slashing the time needed for the ground to settle and improve. “Dredge materials are mostly made up of clay, so they are usually very soft,” explains Ah Kiong. “We needed to consolidate the reclaimed land so that it can withstand the weight of all the port facilities above. We applied the method because PSA wanted the land immediately after it was reclaimed and we simply didn’t have the luxury of time.”

Urging people on

clockwise from top left: Improving the soil with PVD to consolidate the ground Dredging for the caisson foundation construction Launching of completed caisson Installing the caisson seawall

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the sand bund first before placing alternative materials behind it, and then capping it off with more sand,” says Teo Yen Pai, Surbana Jurong’s deputy director who was project manager for the Pasir Panjang terminal expansion. “We had to strictly adhere to the sequence in order to maximise the use of alternative materials.” Another notable achievement was the speed with which the reclaimed land was

made ready for use. While the seven years it took to prepare the land might seem like a long time, Ah Kiong points out that it usually takes up to 30 years for reclaimed land to settle and consolidate naturally. But engineers were able to accelerate the process by inserting 950,000 prefabricated vertical drains into the ground. PVDs with sand surcharge facilitate excess pore water – which is found in the ground – to dissipate

As with any complex task, unexpected issues arose, and managing residents’ concerns was one of them. Yen Pai recalls engineers feeling puzzled when residents from a condominium complained that their windows shook during the reclamation project. Yen Pai says this happened during underwater controlled blasting operations in hard ground to deepen the seabed for the new terminals. “We had set up noise- and vibrationmonitoring instruments at numerous locations and ascertained that the levels were all within acceptable limits. “Strangely enough, residents at a condominium about 700m away felt vibrations, even though those nearer the blast site weren’t affected. We later discovered it wasn’t the entire apartment block that was shaking. Only the windows in certain units experienced minor vibrations.” Although only a handful of units were affected, engineers still took time off from their busy schedules to meet and reassure residents. “It took us a few months to calm them down,” adds Yen Pai. “This is part of our job as engineers, we must cultivate good relationships with people who are affected by our work and be good listeners.” Ah Kiong says the outcome was worth the effort. “It was very satisfying addressing their concerns successfully and convincing

all stakeholders about the importance of our project. We also made new friends from the interactions!” The new terminals have boosted Singapore’s annual port handling capacity by 40 per cent to an equivalence of 50 million 20-foot containers. They are also the first in the citystate’s port to be equipped with cutting-edge technologies, such as automated rail-mounted gantry cranes. And they won’t stop at this expansion because the seaport is Singapore’s lifeline and it will continuously seek to grow, just like how engineers will continue to play a key role in helping to build for the nation.

below: The PPT before the expansion The development of PPT 3 and 4 added 15 deepwater container berths and increased Singapore’s container handling capacity by 40 per cent

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Building our Country

left :

WORLD-CLASS ELECTRICITY GRID

A POWER SECOND to NONE

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With 24/7 real-time remote control and monitoring of the distribution network, Singapore has one of the lowest electricity interruption rate in the world

blackout when electricity supply shuts down is an experience Singapore teenagers may not be familiar with. In fact, most residents in the country today take it for granted that their homes would be instantly lit when they flip the switch. This is a luxury some countries in the world still do not get to enjoy. Singapore has the lowest electricity interruption rate in the world. In 2016, according to the System Average Interruption Duration Index, an electricity customer here experienced an average of 0.23 minute of electricity interruption in a year. This is a stellar record when compared to other metropolitans such as New York (20.53 minutes), Hong Kong (23.40 minutes), London (33.60 minutes) and Paris (61.10 minutes). A reliable national electricity grid is critical to a nation’s growth. It is one of the key indicators that sway companies to invest in a country. The financial, petrochemical, wafer fab, pharmaceutical, aviation and logistics industries operate 24/7, and reliable power supply is critical to their operations. Same for production lines of several other sectors that run non-stop, especially those dependent on cooling and refrigeration. Dependable electricity supply from SP Group has been a major driver of the nation’s renowned economic miracle. But it hasn’t always been this way. In the 1980s, the disruption rate was more than 200 times and shot up as high as 2 hours a year in 1987. Sim Kwong Mian, chairman of SP Engineering Council, recalls: “Every day, there were power failures affecting large numbers of customers. Engineers spent most of their time restoring supply and repairing cables and equipment.”

Challenging the norms Kwong Mian, along with Lee Yau On and Lim Liang Kuang, were among many who over the years were part of SP’s core team of engineers who worked in close consultation with government agencies to ramp up the grid capacity. It came at a time when the Economic Development Board had moved into higher gear to attract multinational companies to the city-state. To improve reliability of the grid, the team reviewed preventive measures to avert breakdowns, as the practice then was to carry out shutdown-preventive maintenance every five to 10 years. But central to rejuvenating Singapore’s power supply was determining the key causes of power failures. Based on the statistics gathered, relentless efforts were put in to tackle the power failures. While it was relatively easier to maintain hardware above ground and identify faults before they were repaired or replaced, the cables were a little trickier. They were all buried underground and engineers had to challenge the norm that “buried cables are maintenance-free” and come up with innovative means to prevent cable failures. Kwong Mian says: “In the mid-1990s, we started taking readings on three different phases of the same cable to assess the health of the cable. Any major difference in the readings would indicate a potential imminent cable failure. This initial successful exercise prompted the search and development of more effective and efficient technology and methods to monitor the health of our cables and other equipment in the electricity grid so that we could prevent an imminent failure from occurring.”

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In developing a condition-monitoring programme, engineers introduced an oscillating wave testing system that identifies, evaluates and detects faults in cables and the devices connected to them. They also strengthened the national grid, which has six voltage levels of electricity network systems, from 400/230 volts catering to low-tension users to 66, 230 and 400 kilovolts for extra- and ultra-high tension users that include large generating plants, petrochemical companies and airports. “We paid particular focus on the 22kv network because more than 99.9 per cent of electricity consumers in Singapore – commercial and industrial buildings, and households – are either on this network or tap the network for their electricity supply,” explains Yau On, an advisor on the SP Engineering Council.

Getting to the root But upgrading the network, which involved digging roads to get to the cables and electrical equipment, was no walk in the park. Engineering crew had to work in the night, when there was little human and motor traffic to avoid inconveniencing the public. “Even so, when we were digging on Orchard Road, our engineers were hauled up to the police station because of complaints that the noise was affecting hotel guests in the area,” recalls Liang Kuang, deputy director of SP Group’s asset management.

Building our Country

“As an engineer, we can’t just focus on the technical side of our job. There is a wider scope to consider because solutions at times involve more than just engineering.” “To get to the electricity grid underground and complete our work, we also had to work with stakeholders, such as National Parks Board, because of tree roots. As an engineer, we can’t just focus on the technical side of our job. There is a wider scope to consider because solutions at times involve more than just engineering.” But the three engineers, with a combined experience of over 110 years, brushed off the challenges they faced because they were on a national cause. “We consider ourselves fortunate to be able to carry on the good work of our predecessors in building a strong electricity grid. Today, Singapore’s highly reliable electricity supply has strengthened investor confidence and attracted foreign businesses to set up shop in the city-state, boosting the economy.” With a real-time remote control and monitoring of the distribution network, SP’s condition-monitoring programme has averted more than 900 potential failures since it was put in place in 2001. As the Singapore population and economy continue to grow, keeping the national grid running with minimal glitches is a work in progress, says Kwong Mian.

below, from left: Frequent inspections and regular maintenance are performed to avert potential failures The continuous reinforcement and expansion of electricity network are vital to Singapore’s economic development

He is now embarking on refining SP Group’s knowledge management system so that hard lessons learnt from past events will not be lost on younger engineers who lack exposure to not only major power failure incidents, but also the positive breakthroughs achieved. The system will retain the knowledge and experience to enable young engineers to understand how their predecessors resolved issues and build upon what is now a world-class national grid that is widely regarded as one of the most reliable, efficient and cost-effective in the world.

Adapting for a calling “Electrical engineers must go beyond their formal education and learn to take on everchanging technology and demands,” says Yau On. “We never stop learning in this field as we are exposed to different technology and development, like renewable energy and storage systems. You may be an electrical engineer, but you also have to know other

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disciplines such as optimisation techniques for application in our system.” As more infrastructure goes digital – including SP’s condition-monitoring system that went online in 1998 – electrical engineers also need to keep up with new challenges in cybersecurity. Liang Kuang explains: “Engineers at SP Group must be ‘thinking doers’ and ‘doing thinkers’, and not do their jobs without an eye on the big picture because our work is important to Singapore.” The three stalwarts had joined the company immediately after university and Kwong Mian says many of their fellow engineers are also long-service employees who take on their jobs as a calling. “Engineers may not realise this when they join SP Group,” he says. “But eventually the key satisfaction they get is knowing they have a hand in providing reliable electricity that contributes to the well-being of Singapore’s economy and enables our customers to enjoy a high-quality, sustainable lifestyle.”

above : Members of the project team, L–R: Lim Liang Kuang, Sim Kwong Mian and Lee Yau On

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ENGINEERING A FIRST WORLD

Building our Country

or SP Group engineers, 6.26pm on Sunday, 31 January 2016, was a historic occasion. Moments earlier, Hertz and Joules were merely 40cm apart. In the weeks leading to this auspicious day, they had between them travelled 4km, and this was their hour of reckoning. But their minders were unfazed and, with pinpoint accuracy, joined the pair with the docking area between them. What was remarkable about this event was that it happened 60m underground, equivalent to the height of 20 stories of a HDB block. The two were tunnel boring machines, or TBMs, that had been burrowing through rock and soil with only solid blackness ahead. They were massive cylinder-shaped beasts with cutter heads embedded with a series of “teeth” that chipped away the rocks as they rotated. Hertz had started its journey next to the junction of Peirce and Holland roads, and Joules next to Tanglin Trust School. In pitchblack darkness, they were guided by only gyro survey points to their rendezvous. This was the first TBM docking carried out in Singapore, a part of an SP Group project that constructed the Cross-Island and Jurong Island-Pioneer tunnels to carry its 400kV and 230kV transmission cables. The tunnels, spanning 40km and reaching as far as 80m below the surface, are the longest, deepest and tightest ever constructed in Singapore.

Redrawing the grid This engineering marvel cost $2 billion but it is the next-generation network of cable tunnels vital to Singapore’s future. SP Group, which runs what is widely regarded as the most reliable electricity grid in the world, had been planning as early as 2000 for an underground network to house its transmission cables and replace those buried near the road surface. The power provider kicked off the ambitious six-year project in 2012 to build a tunnel network large enough for vehicles to travel through. The project is significant as it involved several engineering firsts in the country. One is the development of a real-time Integrated Data Management System that boosted the efficiency of monitoring ground movement during the construction. Winston Lian, SP Group’s deputy director who was principal engineer during the project, explains that building the next-generation power network was necessary as existing cables were nearing the end of their lifespan. “Those power cables were laid two to three decades ago, and they usually last up to 30 years. This means we have to systematically replace them. But with the tunnels, we were able to future-proof this for the country. As Singapore grows, we will need more power. Laying cables through deep tunnels is also more sustainable in the long run.” opposite page:

FUTURE-PROOFING the GRID CROSS-ISLAND AND JURONG ISLAND-PIONEER CABLE TUNNELS

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With the underground tunnels, cable installation, repair, maintenance work and upgrading works can be carried out without inconveniencing road users left: The cable tunnels, 40km in length, run as deep as 80m below the surface

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ENGINEERING A FIRST WORLD

Building our Country

“Most of our tunnels are at least twice as deep as MRT tunnels and the Deep Tunnel Sewerage System, so we did not know what to expect.” This project stands out because of the myriad of challenges posed by Singapore’s unique geology. Koh Keng Boon, deputy director at SP Group, relates that he worked with a group of multi-national and multidiscipline specialists, and they concurred that Singapore is one of the hardest places in the world to build tunnels because its geological formation varies abruptly throughout the small island.

right: The first ever docking of two TBMs in Singapore, 60m beneath the Holland Village MRT Station

Stiff opposition “The weather conditions in Singapore and past reclamation works have resulted in this unique geological composition. One of the reasons we wanted to bore at a depth of 60m was because we had hoped to find homogeneous rocks, but this just wasn’t the case!” explains Keng Boon, who was then principal engineer. “In other

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below: The North-South tunnel is 18.5km long and runs from Gambas to May Road while the EastWest tunnel stretches for 16.5km from Ayer Rajah to Paya Lebar

countries such as Japan and Thailand, the soil is homogeneous and this makes it easier for machines to build tunnels. In Singapore, we encountered various types of rocks over short distances, and each type presented its own set of challenges.” During the planning phase, engineers worked with various government agencies to determine if tunnelling works would affect other infrastructure such as underground expressways and MRT lines. They also did extensive soil investigations to collect as much data as possible on underground conditions. This information was then relayed to contractors to help them design the TBMs. Shawn Seah, deputy director at SP Group and also a principal engineer at the time, points out that the tunnels were among the deepest ever dug in the country, which meant engineers were treading into unknown territory. “Most of our tunnels are at least twice as deep as MRT tunnels and the Deep Tunnel Sewerage System, so we did not know what to expect. We had to do soil investigations on a scale never done before, as well as put together a team of people with the right expertise.” Still, being thoroughly prepared did not guarantee the tunnelling operation was going to be smooth-sailing. Keng Boon recalls that one of the toughest places to bore through was in the Buona Vista area. There, engineers faced a 500m-long stretch of meta-tuff – a type of rock that breaks into small pieces – that is

especially abrasive and causes significant wear and tear on the cutter head. Because of this, large sediments choked the TBM and stymied progress. Another round of soil sampling and testing ensued to determine the best methods that could be used to remove the rock. Old alluvium, one of the main geological formations in Singapore and which Winston describes as “cemented sand”, also posed a headache for engineers. “The TBM was clogged up by old alluvium that it could no longer move. After we spent two days clearing the extraction chambers by using admixture to facilitate cutting and removal of old alluvium from the cutter face and chamber, the TBM got choked up again after only a day. It was a frustrating time for us but we pushed on.”

Light at end of tunnel The East-West tunnel spans 16.5km from Ayer Rajah to Paya Lebar, while the North-South tunnel from Gambas to May Road is 18.5km. With the network, engineers can now reach power cables to service and upgrade them without disrupting traffic. The project has been immensely satisfying for SP engineers, who had to endure long hours underground and often lost all sense of day and night, says Winston. “When we literally saw light at the end of the tunnel, it reinforced the reason why we are engineers and love our work, which is to help improve the lives of people around us. And to have this project picked as one of the top 50 engineering feats vindicates our work. It shows that our efforts have been recognised by the people who will benefit most from the tunnels, even though they did not see what we did.”

right : L–R: Koh Keng Boon, Winston Lian and Shawn Seah

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ENGINEERING A FIRST WORLD

Building our Country

DEEP TUNNEL SEWERAGE SYSTEM

UNDERGROUND SUPER HIGHWAY

ingapore’s perennial and pressing problem has always been about space, and reclaiming land from the sea has its limits. Determined to free up more space, the city-state has been going underground. It has built walkways and shopping malls close to the surface below. And it has gone deeper for expressways and MRT tunnels, and even further down to 150m, where there would be minimum human activity, to create storage facilities. In the mid-1990s, Singapore’s national water agency, PUB, was at a crossroad. In the previous 10 years, the population had grown by 750,000 and it was on an upward trend. People use water and generate sewage, which has to be sanitised before it can be disposed of safely, without polluting precious water sources. The six water reclamation plants across the island fulfilling this job were reaching capacity. In total, they were already occupying 300ha

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of land – bigger than all of Monaco by a third. More space was needed because additional plants had to be built if Singapore were to meet the needs of a growing population. But this conflicted with the demand for land to accommodate more people.

An 88km idea There was no other option. PUB engineers knew that a long-term sustainable way to maintain a high level of public hygiene and water reuse in Singapore was to also go below ground. Their solution was to build, in two phases, an unprecedented Deep Tunnel Sewerage System 50m below the surface to meet Singapore’s used water treatment capacity for at least 100 years. Young Joo Chye, PUB’s director of engineering development and procurement, says despite the higher initial capital outlay, the DTSS was more cost-effective. “Some of the existing plants then were built before

World War II and it was getting difficult to maintain the ageing assets as replacement parts were difficult to get. Switching to a new system that was more reliable and energyefficient was a quantum leap and a lot cheaper in the long run.” The plan was for an 88km super highway of deep tunnels to intercept the flows in existing sewers and use gravity to channel it to strategically located plants in coastal areas, where used water is treated and then discharged into the sea. Construction of Phase 1 began in 1998, and it took 10 years to bore and construct a 48km sewer tunnel from Kranji to Changi’s centralised water reclamation plant, a pair of 5km pipes to the sea, and 60km of link sewers. Costing $3.4 billion, it was the first multi-billion-dollar project for the Ministry of Environment and Water Resources. Eight huge boring machines were used to carve out the 7.2m-wide tunnel that was then overlaid with lining to protect against

above: How DTSS works; 1: Deep tunnel sewers 2: Link sewers 3: Changi WRP 4: Changi outfall opposite page, bottom left: The tunnels are 7.2m wide, overlaid with lining to protect against corrosion and reinforced with 225cm-thick concrete

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ENGINEERING A FIRST WORLD

corrosion and reinforced with 225cm-thick concrete. If the magnitude of the work was massive, then the engineers embarking on it were remarkable because no such deep and huge structure was ever built in this region. The job demanded precision every step of the way but they had no reference point to fall on. And as the old water reclamation plants would be phased out, the DTSS couldn’t fail when it started operations because, embedded deep underground, such a scenario was unthinkable.

Building our Country

“Our work has evolved over the decades, for sure, and a clean environment with advance technology is the new approach we are taking for the next century of engineers.”

It has to work Joo Chye, who was then deputy director and chief engineer in charge of the project, explains: “In terms of engineering accuracy in design and reliability, we had to be very sure the new plant could take over the old system smoothly. It was simply unthinkable to expect people in Singapore to stop flushing their toilets.” The DTSS came with an added bonus. In 1998, the PUB initiated a study to determine if reclaimed used water could be robustly treated to supplement Singapore’s water supply. After a comprehensive examination, it was determined that water treatment technologies had improved vastly and production costs fallen since such a possibility was first explored in 1972. In 2003, the first two plants to treat used water for the national tap, branded NEWater,

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below: Members of the project team, L–R: Yong Wei Hin, Wah Yuen Long, Young Joo Chye, Woo Lai Lynn and Herman Ching Wee Yow

opened in Bedok and Kranji. This added a new dimension to DTSS’s operations when it went online five years later because it had to supply NEWater with a product that was ultra-clean and of a higher grade after further purification. The original plan for the Changi Water Reclamation Plant was also modified and this was made possible only because, in their quest to maximise use of space, engineers designed the facility’s rooftop flat to allow it to expand vertically. “In the 1990s, we didn’t imagine the DTSS would play a significant role in NEWater because it was only in 2002 that treated used water became a viable potable source,” recalls Joo Chye. “Today, NEWater factories are on flatted rooftops in Changi. Otherwise, another piece of land would have been needed.” With the opening of the DTSS after Phase 1 was completed in 2008, three water

left: Liquids treatment module at the Changi Water Reclamation Plant

reclamation plants were phased out, freeing about 150ha of land for redevelopment. The Seletar plant made way for an aerospace park, creating thousands of jobs and boosting Singapore’s reputation as an aviation hub. Conquering new frontiers in engineering, as Phase 1 of the DTSS did, opens up room to enhance designs, techniques and processes. So, before Phase 2 began in 2016, engineers revisited their playbook and reviewed areas where improvements could be made.

The next bold move “The way we constructed the Changi WRP, constructing half the plant below ground and stacking some of the treatment facilities vertically, was to maximise space,” says Yong Wei Hin, PUB’s director of the DTSS2 Department. “There were a lot of unknowns when we started the project in 1998. Now we know where we can be more energy-efficient and maximise space using new technologies such as the membrane bioreactors.” Wei Hin, who was assistant director during the DTSS Phase 1 project and now director in charge of Phase 2, adds that in breaking new ground, the learning curve is always steep, but as long as engineers are thinking and adapting, there will always be solutions. “The Tuas Water Reclamation Plant to be constructed under DTSS Phase 2, for one, faces similar space constraints as Changi WRP,” he points out. “But we are balancing the trade-off between compactness and the additional cost of energy, ventilation and maintenance.”

Refined NEWater techniques have also shortened the process from six stages to four, and will allow Tuas WRP to reduce space for a factory and save on energy consumption. The DTSS exemplifies how engineers have transformed Singapore from a system of night soil collection that was phased out in 1987, to a state-of-the-art underground system. “If there had been no difference from what we used to do in the 1980s, then that would be very demoralising for engineers at PUB,” says Wei Hin. “If it’s a dirty job, who would want to join PUB? Our work has evolved over the decades, for sure, and a clean environment with advance technology is the new approach we are taking for the next century of engineers.”

below: DTSS pumping station, made up of three 60m-deep shafts, screens water to remove large objects before pumping it into the treatment modules

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MOVING OUR PEOPLE

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ENGINEERING A FIRST WORLD

Moving our People

That started a series of discussions and studies by experts on the pros and cons of a metro network and the transport and engineering aspects of the system. In the preliminary design of the MRT route, it was necessary to establish an island-wide land survey system. This was completed within a short period in 1979. After studying all the data and much debate, the government decided in 1982 to build and finance a $5 billion MRT system with two lines: the North South and the East West MRT lines. The Mass Rapid Transit Corporation was formed and engineers designed the rail network to run on viaducts above ground in the suburbs and underground in the city.

Birth of the underground

SINGAPORE’S FIRST MASS RAPID TRANSIT SYSTEM

PUTTING a NATION on TRACKS IES Book_20180302_bookblock_FA.indd 56-57

n 1967, two years after the birth pangs of independence, Singapore had the winds in its sails. The economy had grown by 8 per cent. Foreign investments, led by Texas Instruments, were pouring in and National Service boosted the ranks of the Singapore Armed Forces. With the optimistic outlook, the State and City Planning project team of the Ministry of National Development worked with experts from the United Nations to develop a 20-year strategy for Singapore’s development. They predicted the city-state’s population would hit 3.4 million by 1992, and recommended an integrated transport system of expressways and a mass rapid transit network.

Pok Sheung Foo, who was MRTC’s traffic and project manager of planning and engineering studies, says viaducts would occupy precious space and add to congestion downtown, but that aesthetics underpinned the decision to go underground in the city. “Ong Teng Cheong, who was Minister for Communications then, was very particular about this. And he was right. If you look at cities that have metro systems above ground, they are quite unsightly.” As it was going to be the first major tunnelling work in the history of Singapore, experts from overseas, especially those from the United Kingdom who had just finished building the Hong Kong MTR, were brought in to work with local engineers. At Nanyang Technological Institute that same year, 200 civil and structural engineering graduates were taught MRT system building techniques. They graduated three years later in time to start work on the initial stages of the MRT. But before underground tunnels could be built, engineers had to conduct extensive soil investigations, including 200 boreholes, across Singapore. They helped established the country’s first geotechnical classification system that the construction industry uses extensively today. Tunnelling work began on 29 October 1983 at Shan Road to link the Novena and Toa Payoh stations, which was a test of the ability of

engineers to tunnel their way through varying soil conditions. They had to employ different methods of boring for the MRT tunnels, ranging from the New Austrian tunnelling method to tunnelling with compressed air, and later the earth pressure balance machines.

Deep-sea divers in the trench Some sections of the tunnels had to be constructed in compressed air to support soft ground. To enter these tunnels, workers had to go into an airlock chamber, where the air pressure was increased until it was balanced against the pressure of the groundwater. This prevented water from entering and flooding the tunnels. About 1,000 workers who toiled in the tunnel under such conditions had to be taught on how to use the decompression chamber to enter and leave the tunnels safely. If instructions were not adhered to, especially when returning to the surface, workers risked chest pains and breathing difficulties. Peter Copsey, who was MRTC’s chief engineer for civil and structural engineering, says: “Entering the chamber for the first time could be disconcerting. This was not because of the change in pressure but due to the hissing noise produced by the air. Once a worker went through the chamber, he would forget he was working in compressed air. When he got out, he had to first go through decompression. Also, moisture would form in the chamber and it would get all foggy inside. Workers had to be taught not to panic or rush out.”

above: Before the introduction of the MRT, road congestion was a common sight opposite page: Members of the project team, L–R: Ho Kum Fatt, Ho Pui Ming, Hong Kim Hong, Saiful Rasno and Pok Sheung Foo

above: The late Lim Leong Geok was MRT Corporation’s first executive director who led the project to build Singapore’s first MRT network

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ENGINEERING A FIRST WORLD

Bored pile casings

Sheet piles

Earth fill

2m 2m

Moving our People

Struts

Telok Ayer Basin Tunnels

Earth fill

Concrete bed

1 27m-long sheet piles are driven to form a cofferdam. Water is pumped out. Marine clay is excavated to a depth of about 8m. Two rows of steel struts are then placed 2 Water is pumped back into the cofferdam. Excavation continues to a depth of about 18m with help of divers 3 Bored piles are constructed to go deep below excavation into firm ground. Base is prepared for concrete base slab 4 Water is pumped out and bored pile casings above concrete base are cut off. Tunnels are constructed on concrete bed in ‘dry’ cofferdam 5 Excavation is back-filled with earth. Sheet piles are removed and water flows back over the seabed

Crane

Barge to transport excavated material

Crane

Concrete delivery pipe from mixer stationed on land

First train out

Air-lift pipe for discharge of marine clay slurry Pipe with funnel-like head through which concrete is poured

Compressor High-pressure water pump

Diver with water jet

Diver preparing base of excavation for concrete

To Raffles Place station

Construction of the MRT’s first crossing under the Singapore River began in January 1984. The 95m tunnel between the presentday Asian Civilisations Museum and Maybank Tower was constructed just below the riverbed. Cofferdams were constructed in three sections across the river and emptied of water before soil was excavated. This enabled four tunnels to be built – a pair each for the North South and East West lines – together with a tunnel structure to enable future trains to cross over between the two lines. This project was completed a year ahead of schedule as engineers discovered that the construction of the tunnels across the river was easier than expected. The most fascinating phase of the MRT construction was along a 1.1km stretch of

above: Divers were hired to help stabilise the cofferdam when excavation was carried out on reclaimed land leading to Marina Bay

Marina Bay Underwater Tunneling Marina Bay Station

Diver guiding concreting operation

Diver installing formwork for concrete base

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Earth fill

Protective concrete slab is put on roof of tunnels

East Coast Parkway Telok Ayer Basin

The entire North South line was completed with the construction of the Marina Bay Station in November 1989, but the MRT started operations earlier on 7 November 1987 for the completed section of the MRT between Toa Payoh and Yio Chu Kang. Sheung Foo says the platform screen doors, or PSDs, made the Singapore MRT stand out as having the world’s first underground stations to be equipped with these doors, which were also energy-saving. “The PSDs were innovative,” the retiree explains. “The screens help to prevent the warm air of the tunnels from entering the airconditioned interior of the stations. They also act as a safety barrier to prevent people from falling onto the tracks.”

Other measures such as the advanced train-borne chopper control system and regenerative braking also helped save $5.2 million in energy costs every year, earning the MRT system its reputation as one of the most energy-efficient metros in the world. It won the MetroRail Metros Award for energy efficiency in 2009 and 2010. At the official opening of the system on 12 March 1988, founding Prime Minister Lee Kuan Yew reminded Singaporeans of the significance of the MRT. “We have only a limited amount of land on which to house our people, build factories, hospitals, roads and schools, and train the SAF. “Therefore, we decided to give top priority to investments in public transport, and to put private transport in second place. This means that we must put the MRT to optimal use, and the bus services must dovetail and complement the MRT.” When it was completed in 1990, the first MRT network consisted of 42 stations and 67km of rail tracks. Today, the Singapore network has grown to more than twice in length and will expand to 360km in 2030. By then, eight in 10 households will be living within a 10-minute walk from the nearest station.

left: North South and East West lines were fully completed in July 1990, consisting of 42 stations and 67 km of tracks

below, clockwise from left: Construction of tunnels in Marina Bay A variety of tunnelling methods were adopted including the opencut and using a tunnel boring machine

reclaimed land leading to the Marina Bay Station in early 1988. Divers were recruited to help with a rare method of constructing the tunnel, as the very soft marine clay there would not stand up to the pressure of an open excavation. The sides of the excavation would cave inwards if the trench were dug to the depth of the MRT tunnels below the seabed. Engineers instead excavated 8m deep below the seabed within water, constructed concrete bored piles deeper still, and built a base slab at a water depth of 18m where divers had to work in poor visibility conditions. This method stabilised the cofferdam when water was pumped out of it for the construction of the MRT tunnels, which had to be carried out in dry conditions.

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ENGINEERING A FIRST WORLD

Moving our People

Shifting gears

WORLD’S FIRST ELECTRONIC ROAD PRICING

TRAFFIC GAME CHANGER IES Book_20180302_bookblock_FA.indd 60-61

ridlocks are a constant problem in major cities, from New York and Paris to Mumbai and Bangkok. Over the last few decades, city authorities had implemented different forms of solutions but with little success. In 1998, when Singapore engineers introduced the Electronic Road Pricing, they looked east to the tiny island nation. Singapore has had its fair share of traffic congestion since the 1960s, as the population of vehicles on the road grew unabated. In 1975, the Land Transport Authority introduced the Area Licensing Scheme to reduce congestion in the Central Business District. Motorists had to buy special paper licences to enter the CBD, whose boundaries were marked by manned gantries, during restricted, chargeable hours.

By 1989, the ALS had become too complicated because it had grown into several different types of licences that were priced differently at various points of entry. “Licence labels were in so many colours and shapes that it got unwieldy and inefficient,” says Lew Yii Der, LTA’s group director of corporate planning and development. Guards at gantry points manually enforced the ALS, recording the vehicle plate numbers of offenders who did not display the proper labels on their windscreens. It was tedious and lacked precision. And it was not uncommon for offending motorists to get away scot-free. Yii Der, who was the senior engineer in charge of ERP trials between 1989 and 1995, says: “Daily and monthly passes also allowed drivers to enter for an unlimited number of times, resulting in a ‘buffet effect’.”

In 1989, the government gave the go-ahead to develop an automated system that would charge vehicles toll fees based on the time of the day and the congestion levels at designated points on the roads. This was simply called the ERP System. Eight years later, after many trials and tenders were called and awarded, a yet-tobe-opened stretch of Seletar Expressway was converted into a 3km driving circuit to test the eventual ERP System. “About 250 vehicles – taxies, lorries and buses – were put through their paces every day to pass through 11 ERP gantries,” recalls Tan Hiok Seng, LTA director of investigations and customer services, who headed the ERP implementation project. “Engineers conducted the months-long trial to iron out kinks in the final system before a million in-vehicle units were produced for motorists. It was crucial that the system worked smoothly before the nod for mass production was given.” The ERP was designed as a multi-lane, free-flow system that could detect all types of vehicles running at high speed and charge them the exact toll fees. No other similar system existed elsewhere in the world at that time. Yii Der says what made the ERP innovative was the integration of different technologies in the system. “It’s about putting them together and making it work,” he adds. “For example, the system uses microwave technology to help the sensors, cameras and antennae identify all vehicles through their IUs when they pass

left: ERP gantries ease traffic conditions during peak hours below: ERP evaluation test at an unopened stretch of Seletar Expressway

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ENGINEERING A FIRST WORLD

“There was none we could buy off the shelf, so we had to invent our own system, conduct tests and pick the right partner to produce one that we needed.” above: Members of the project team, L-R: Leonard Tan Tee Siang, Tan Hiok Seng, Lew Yii Der, Chin Kian Keong and Grace Ong

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under the gantry. There was none we could buy off the shelf, so we had to invent our own system, conduct tests and pick the right partner to produce one that we needed.” And with the stored value card making its debut in the early 1990s, LTA decided to adopt the cashless payment midway through the ERP trials. The specifications had to be changed quickly, says Yii Der, who worked with NETS, the operator of an electronic cashless payment network, and banks to implement the stored value card. From April 1998, the ERP system was launched progressively, starting with the East Coast Parkway, followed by the Central Expressway, Pan-Island Expressway and Central Business District. A total of 33 gantries were installed.

Moving our People

System check Developing the ERP came with its own set of challenges. Because the system is made up of several components, a lot of effort was invested to ensure effective communication between vehicles and the gantry cameras and antennae. Detecting and identifying a vehicle at all points it passes had to be precise in deducting the correct amount from the stored value card in its IU. To guarantee precision, every imaginable scenario was played out in the temporary road circuit to test the system – from speeding cars to motorcycles travelling between buses, to vehicles straddling two lanes in the day, night and during storms. Hiok Seng recalls a test that left engineers stumped: “The stored value card of a heavy goods vehicle could not be deducted, which meant that if we couldn’t find a remedy, the system was a no-go.” Engineers who sat in the truck to pinpoint the source of the problem noticed the system malfunctioned when the driver used the trunked radio system in his vehicle. “While he was using it, the ERP was not able to detect his IU,” says Hiok Seng. “We modified the invehicle unit’s circuit to correct the problem.”

The IU, which was also a new innovation, went through robust tests. Engineers designed its installation so that it would not turn into a dangerous projectile in an accident, explains Chin Kian Keong, LTA’s chief engineer, road and traffic. The then ERP manager for road pricing says radiation levels were also monitored and measured to ensure that they were lower than those of mobile phones. “The trials at Seletar were a good system check as we were able to tick all the boxes of the ERP’s check-list for a trouble-free rollout,” he adds. “This included making sure the cameras performed at their optimum to detect the number plates of all vehicles, especially when there was insufficient funds in their stored value cards.” The effects of the sun’s extreme heat on the IUs also came under scrutiny. After discovering that the stored value card warped in the IU under the hot sun, engineers worked with NETS to produce another card that could

above: Before ERP was introduced, motorists had to buy supplementary licence from Daily Area Licence sales booths

left: The ERP system was put under a myriad of tests before it was launched

withstand temperatures of at least 100 deg C. It was tested to make sure it could stand the extreme heat, including boiling the prototype, just to be sure.

The next stop: satellites Today, there are 78 gantries in operation and the ERP technology has even expanded to include automated payment at carparks. The next generation of ERP system is scheduled to replace the existing one from 2020, and it will use satellite navigation technology instead of gantries. As a testament to Singapore’s land transport engineering prowess, traffic authorities from cities such as London, Stockholm and Milan have studied and adapted the LTA’s pioneering ERP system. As Yii Der looks back at the ERP journey, he says engineers need a multi-disciplinary approach to stay relevant by broadening their expertise. “Holding up the Intelligent Transport Systems as an example, it is a mix of different disciplines. Although traditionally civil engineers deal with traffic flow and concrete structures, they now need to understand something about electronics and the Internet of Things because we use these to monitor the condition of our roads and the health of our structures.”

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ENGINEERING A FIRST WORLD

Moving our People

Octopus in the system DRIVERLESS MASS RAPID TRANSIT SYSTEM

A GEM that PRIZES SAFETY above: The North East Line offers comfort on a safe and robust system left: Members of the project team, L–R: Lee Beng Hooi, Tan Lye Seng, Tan Yong Peow, Kok Yen Hui, Hong Kim Hong and Fang Han Xin

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ngineers are our unsung heroes who make intricate calculations to solve complex problems that impact our daily lives. They build bridges, roads, skyscrapers, airplanes, ships and almost everything else – with safety as their top priority. Nothing gets past them if, in their analysis and estimation, something poses a risk to lives. The North East MRT line opened in June 2003, more than two years after it was completed and six years after construction began. It is the world’s first heavy-rail rapid transit line to be fully automated and engineers had to ensure that it was trouble-free when it started transporting commuters. In a tight labour environment where automation was the future, the NEL was earmarked to show the way as the first driverless train system in Singapore. The entire system comprised state-of-the-art technology, from the main control room to the trains, tracks, tunnels and all stations on the line.

“You only have to take a look at the Integrated Supervisory Control System of the NEL, dubbed ‘the octopus’,” says Hong Kim Hong, principal project manager of communications at Land Transport Authority. “It is at the Operations Control Centre and connected to all equipment and in real-time.” The ISCS is wired to, among others, the signalling, communications, fire-detection and environmental control, and integrates them onto a common platform to monitor and manage them. “In the past, these functioned independently,” says Tay Yeow Hiong, assistant vice-president of power and electrical services at SBS Transit, operator of the line. “But this proved to be challenging at times as smooth running of the railway line requires information on all of these things. With the migration to an integrated system that can be accessed by a central command, all operations become seamless.” The NEL was setting new benchmarks, and engineers from LTA and SBS Transit, as well as their vendors, the Building And Construction Authority and Urban Redevelopment Authority teamed up for this complex project. “We discussed extensively on every detail till we reached a consensus,” recalls Kim Hong, who was senior project engineer of communications system at the time. “As this was going to be the first automated mass rapid transit system in the world, we had to be bold in trying new things and eschew the tendency to stick to existing processes or technologies. So we had plenty of lively discussions.”

A bold signal Despite the many challenges, the senior management was firm on adopting new ideas and technologies for this project. “That’s the key to its success,” says Kim Hong. But anticipating possible issues that a driverless train would face was more

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ENGINEERING A FIRST WORLD

below: NEL trains were ready for their first run in June 2003, six years after construction began

Moving our People

“The NEL’s signalling structure is the backbone of the driverless system and at the time was unique among all the MRT lines.”

challenging for engineers, says Kok Yen Hui, LTA’s deputy director of signalling, communications and platform screen doors. “Getting the train to move automatically was not the difficult part. The challenge was in creating troubleshooting processes for different situations.” Without drivers to control the trains, the signalling system had to feed essential information to all parties including those in control, communications, power and rolling stock. “The NEL’s signalling structure is the backbone of the driverless system and at the time was unique among all the MRT lines,” Yen Hui, who was the project manager for signalling, points out. “It packs a slew of innovative engineering features such as safe headway, accurate arrival time and an automated wake-up call where trains conduct a health check on the systems they are equipped with.” The intricate project took a relatively long time to complete because the design of some components required changes when they were about to be implemented. “Changes had to be made and because the project involved so many ‘firsts’, we didn’t

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have any reference point or case studies to tap on,” explains Yeow Hiong, the project’s works coordinator and senior depot supervisor for rolling stock at the time. “We had to keep up with technology, especially on something like the NEL, which a mass of people was going to use. New technology adds 10 to 20 years to the system’s lifespan.” Other engineering innovations on the NEL include the IAGO, a wave-guide radio communication system that allows trains to receive uninterrupted information from the OCC. The system allows engineers to track the trains at all times and control their speeds – unlike in the past where this was fixed based on each segment along the route.

Staying the course Yen Hui says she did not feel strained or frustrated during the two years of testing the NEL prior to its launch. The intrepid engineer confronted difficult problems head on, determined to find solutions because, she says, this is in the profession’s DNA. More importantly, despite the delay in rolling out the service, she has peace of mind that the system is safe and robust for the many commuters riding on the NEL daily. “We work 12 to 14 hours a day, we get our hands dirty, and the environment is generally uncomfortable – no air-conditioning, no plush office chairs,” says Yen Hui, who has been an engineer for more than two decades. “But without engineers, nothing gets moving. We help to change people’s lives.” Yeow Hiong, who was a fresh graduate when he worked on the NEL project, says more credit should be given to engineers for the work they do. “Most tend to think of us in terms of fixing broken things and not in developing things for people to use and enjoy. For the NEL, a lot of effort was put into troubleshooting the operation of the new

from top: Prime Minister Lee Hsien Loong, who was then the Deputy Prime Minister, officially opened the NEL in 2003 Many rounds of checks went into ensuring that the world’s first fully automated heavy-rail rapid transit line functions as it is supposed to

driverless system, with many rounds of checks to ensure that the new technologies used were functioning as they were supposed to.” “Being an engineer has trained us to analyse, pay attention to details and solve problems to implement cutting-edge technologies for the NEL and move the project to its operational stage,” says Yeow Hiong. “It’s the impact engineers have on everyday lives that I find most fulfilling. I helped develop something that everyone gets to enjoy. That knowledge alone gives me immense satisfaction.”

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Moving our People

A SOUTHEAST ASIAN WONDER KALLANG-PAYA LEBAR EXPRESSWAY

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above: Members of the project team, L–R: Lee Chian Heng, Chuah Han Leong, Sandy Goh Pueh Suan, Choo Hong Yow and Soh Lian Kiat

hen it was part of nine expressways planned for Singapore in 1967, the Kallang Expressway was only 2.8km long and linked the East Coast Parkway with the Pan Island Expressway. After the government completed a study in the mid-1980s to connect the north-eastern parts of the island with the city, a 9.2km stretch of Paya Lebar Expressway was built to join it with the Tampines Expressway. What was first conceived to be a short link became Singapore’s largest and most challenging road project – the 12km KallangPaya Lebar Expressway. The landscape had also transformed since planning started more than three decades earlier. The route on the combined expressway had more built-up areas which included Geylang River, Paya Lebar Airbase, PIE and the viaduct of the East West MRT line. “We were tasked with building a high-speed link from the Sengkang-Punggol area to the city, and we had to weigh our options,” recalls Chuah Han Leong, LTA’s director of rail expansion. “We could build the connection using viaducts and tunnels, or go the conventional way of atgrade (ground level) roads. “But the second option would have caused massive disruptions, taken up valuable land space, and entailed relocating important

right: KPE is South-east Asia’s longest road tunnel, of which 9km is in a tunnel and 25m below the surface

structures, such as the Paya Lebar Airbase, on land we needed. The only option with the least inconvenience was a tunnel underground for most of the KPE.”

Complex engineering demands

below: The construction of the KPE was carried out in very challenging conditions as it had to be built under various structures and water bodies

Han Leong, who was deputy director of the KPE, says this option put the engineers’ ingenuity to the test in the construction of what turned out to be South-east Asia’s longest road tunnel. Engineers had to work with soft clay of up to 50m deep at some parts. They also had to construct the tunnel below the airbase’s taxiway, excavate as close as 3m from existing high-rise buildings, under the Geylang River and along 2km of Pelton Canal in Kallang. In all, 2 million cubic metres of concrete and 300,000 tonnes of steel were used, and 7 million cubic metres of earth dug up. “If you spread that earth out on a football field, it would extend 900m into the sky,” Han Leong muses with a typical engineer’s fondness for mathematical precision. “That’s how much earth we excavated. It gives you an idea of the enormity of the work we had on our hands.” Work on this project started in 2001 and within seven years, he and his engineering team had to build eight road interchanges, six ventilation buildings and a six-lane expressway, of which 9km was in a tunnel that was up to 35m wide and 25m below the surface. Six contractors were commissioned to build various sections of the KPE simultaneously, installing it with state-of-the-art technology to provide a safe and smooth ride for motorists.

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ENGINEERING A FIRST WORLD

As the entire tunnel did not go too deep, engineers excavated the tunnel from above, mostly using the cut-and-cover method. This is usually more economical and practical than mining or boring without any excavation work on the surface.

Overcoming the odds

below: Part of the KPE was built under the PIE

Extra attention and careful planning went into excavating below the PIE and ECP, which had a heavy flow of traffic throughout the day. Han Leong explains: “The roads had to be realigned before we could begin inserting retaining walls to contain the hole we were going to dig. “Horizontal steel struts were then progressively placed between the walls as excavation work moved deeper before the reinforced concrete tunnel box was constructed for traffic to flow in it. We also

“Anticipating, adapting to and overcoming challenges are what engineers are trained for.”

Moving our People

had to make sure the tunnel box was strong enough and met the safety requirements to take on sustained loads.” The team of engineers was up against a different challenge with the Geylang River. The waterway, too, had to be realigned but engineers had to work with soft clay that ran 50m below the riverbed. To overcome it, they installed cofferdams – enclosures that keep a construction area free of water – between the retaining walls. Working in such trying ground conditions, they had to constantly readjust their methods to adapt to the soft clay conditions. “In the second stage, we had to keep close tabs on construction, as the movement of the walls of the cofferdams was greater than expected,” says Han Leong. “But with knowledge on how the soil behaved in the first stage, we were able to easily adapt our methods to keep the ground stable for work to progress safely.” Working under MRT viaducts – specifically between Aljunied and Kallang on the East West line – presented another set of challenges. Engineers could not employ standard

piling drivers that were more than 5m high. Additionally, piling and digging were carefully monitored to ensure that vibrations were kept within acceptable levels to avoid rattling the MRT line.

People matter Anticipating, adapting to and overcoming challenges are what engineers are trained for, emphasises Han Leong. But an essential part of the work of engineers is also managing people, companies and organisations affected by the project. Sometimes, occasions demand a high level of security because of the sensitive nature of the interaction. For instance, a section of the KPE ran underneath the taxiway of the Paya Lebar Airbase, home to some of Singapore’s most advanced fighter jets. “Coordination with the airbase was vital because we could not impede its operations while construction of the tunnel was in progress,” says Han Leong. “Planes were taking off and landing every day, and would cross four or five times a day above the area we were working.” “At other times, some of the heaviest

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aircraft such as the Boeing 747s went there for repairs and they passed overhead while we were excavating. We never had a dull moment building the KPE!”

An engineer’s addiction Han Leong’s career began in 1987, when he was resident engineer for the Central Expressway. After working on the KPE, he was appointed project director for the Marina Coastal Expressway, which opened in 2013. He advanced to his current position thereafter and not once has he entertained thoughts of switching professions. He explains: “Engineers are always looking to improve things and make life better for people. Just look at the KPE – everything from surface material of the tunnel walls and fire safety features to electronic boards and motorcycle shelters were thought of for the safety and convenience of motorists using the tunnel. “We are constantly improving on our last project and finding new techniques, and this is what keeps the adrenaline pumping in my veins. It is not something I want to give up in the foreseeable future.”

clockwise from top left: The Geylang River had to be moved to build the tunnel underneath it. Construction work was also carried out under Pelton Canal within a narrow built-up corridor, and below the Paya Lebar Airbase taxiway and East West MRT viaduct

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Moving our People

MARINA COASTAL EXPRESSWAY

SLAYING DEMONS in DEEP EARTH

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and 1980s, the engineering team encountered another impediment. Old seawalls covered by the reclamation, some spanning 200m long, were in the path of the planned MCE. These 100-year-old granite structures were once breakwaters that sheltered the harbour from the currents of the sea. The third major issue was the safety of constructing 420m of the expressway under the sea, with the Marina Barrage only 100m away. Dealing with water that was discharged from the barrage during the building of the undersea tunnel was a major challenge. Construction had to be carried out with careful engineering design, comprehensive planning, and close monitoring and control of the works.

Marina Barrage

right and below: While a cofferdam helped provide a dry working area to construct the tunnel in two phases, engineers had to contend with water that was discharged from the Marina Barrage about 100m away

esigning solutions to surmount obstacles are what engineers essentially do, and when faced with intricate hurdles, they are inspired to rise far beyond their know-hows to overcome the challenges at hand. One such occasion was the construction of the 5km-long Marina Coastal Expressway in 2009, where a series of challenges contrived to confront a team of engineers from the Land Transport Authority. The project was led by LTA’s group director Yap Cheng Chwee and MCE project director Chuah Han Leong. The team was called to summon their collective talents to construct what would be Singapore’s first undersea road tunnel. A 3.6km portion of the dual, five-lane expressway that runs underground is also the widest underground road in the country. The most daunting issue engineers faced was constructing on soft marine clay lying 25m to 60m below the ground surface. With a consistency akin to peanut butter, the marine clay had to be treated before the team could excavate deep underground. If left untreated, excavation for construction of the underground expressway would be unstable and could collapse with catastrophic results. With the road also set to snake its way onto land reclaimed from the sea in the 1970s

Fired up for battle

below: About 3 million cubic metres of soil was excavated to build the MCE

Instead of recoiling from the monumental task set before them, engineers were fired up to drive LTA’s toughest and most ambitious road tunnelling project towards success. Three civil engineers, who were intimately involved with the project from start to finish, tell their stories.

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“Solving problems is in an engineer’s DNA,” says LTA director R Jaysankar. “Before starting on a project, we first look at the inherent risks. We then work on putting in place a safety regime that will neutralise those risks before pondering on how to overcome all the problems we have to deal with. This is internalised in every engineer, it is like a checklist of things that we have to do. Nothing throws an engineer off because our job is to conceive solutions.” Armed with data from geological surveys and state-of-the-art instruments, the engineers’ first task was to improve the ground – transform the soft marine clay into a stronger and stiffer solid stable mass – says LTA deputy director Hor Kwai Yeow, who was MCE’s principal project manager. “We carried out extensive ground improvement works using a deep soil mixing method by injecting cement into the ground and mixing it with the marine clay, which was overlying the old alluvium. After strengthening the soft clay with cement, the ground was ready and we started installing bored piles as deep as 85m, or 25 storeys high.” Old seawalls in areas where the MCE was going to be built was another problem that confronted the team as they obstructed construction work. “We knew roughly where the seawalls were after consulting old maps,” explains Jaysankar. “But removing them was the most painstaking part of the MCE project. We racked our brains to solve this problem, and had to go through several trials and errors to remove boulders from the ground.” Choo Hong Yow, LTA’s principal project manager, says: “Eventually, we decided on what we call the ‘Oscillator and Hammer Grab’ method because the boulders from the seawalls were huge. What the machine did was to bore into the ground and retrieve the obstacles from the casing attached to it. It was a slow and tedious process, but we got the job done.”

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Moving our People

“Solving problems is in an engineer’s DNA.” Taming the sea

below: A 3.6km portion of the dual, five-lane expressway runs underground

Getting into the meaty phase of the project – construction of the undersea tunnel near the Marina Barrage – the three key engineers explain that to excavate the soil and construct the tunnel, the work area along the length that crosses the sea had to be free of seawater. With the Marina Barrage capable of discharging 2,000 cubic metres of water per second – equivalent to filling 50 swimming pools every minute – their calculations in the engineering design had to be precise. Any mistake could flood the enclosures and potentially claim lives. So the team constructed a cofferdam for works to be carried out safely. The cofferdam was constructed in two phases and had to be watertight, which was achieved by installing two rows of interlocking tubular steel piles embedded in good soil, deep below the seabed, to form the walls of the cofferdam. Double walls provide a robust

water retaining system to keep the working area in the enclosure constantly safe and dry. “This was not textbook stuff, but something we adapted to meet the challenging situation posed by the hydrodynamics of the sea currents,” says Kwai Yeow. “In school, we were taught tried-and-tested methods to deal with various engineering challenges. But real-life problems, as we encounter them, need to be understood very clearly before we can effectively tailor specific solutions to unique situations on the ground.”

A lasting legacy After slaying the engineering demons that challenged the engineers, the MCE was successfully completed on time and opened on 29 December 2013. The team has since reaped the fruits of their labour. Singapore’s widest underground road tunnel seamlessly links all

corners of Singapore to the heart of the city. Commuters travelling through the East Coast Parkway, Ayer Rajah Expressway and KallangPaya Lebar Expressway to the heart of the city enjoy a faster journey. The underground expressway also frees up a substantial amount of valuable real estate in the Marina Bay area which can be developed to bring about economic returns and add more buzz to downtown Singapore. In reflecting on what was perhaps the most challenging civil engineering project in their careers, Jaysankar says: “There are some things that money can’t buy, such as the satisfaction of leaving behind a legacy for the country. We have played a part in building many infrastructures that will be useful for a long time into the future. But the MCE is at the top of the list and it gives me a kind of satisfaction few other professions can give.”

above: Members of the project team, L–R: R Jaysankar, Choo Hong Yow, Hor Kwai Yeow

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DOWNTOWN LINE BUGIS STATION

RAISING the BAR at BUGIS

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Moving our People

opposite page: Members of the project team, L–R: Michael McGowan and Willie Lim below: Beneath Rochor Road is an intricate crossover tunnel that allows Bugis station to cope with the high volume of traffic

ince Singapore started Mass Rapid Transit train services in 1987, the network of lines has rapidly crisscrossed the island. With most going underground, the expertise that engineers from the Land Transport Authority and its partners has gained over the years in building tunnels has put them on a par with the best in the world. In 2001, they were challenged with a massive task: build a new Downtown Line to provide commuters living in parts of the east and west a more direct and faster route to the city. As there was also a greater need for connectivity within the downtown area, the DTL was conceived as a central loop within the city, which links to other MRT lines. It was set to be the longest underground rail project. But building underground in the city in 21st century Singapore poses many hurdles. Above, it is densely populated with office towers, hotels, shopping centres and old shophouses. Underneath, a maze of telecommunication, fibre optic, power, traffic and street lighting cables ups the ante. There were also water and gas pipes, and the existing East West, North South and North East lines of the MRT to consider. Engineers had to ponder over many questions in the construction of the DTL Phase 1 project in the densely built-up environment with mixed developments: “Where do we find space to work? How will we transport the heavy equipment and construction materials to the worksites? How can we minimise disruption to the daily routine of people living and working in the area?”

They had a load on their backs, but what they eventually achieved and learnt from this intricate operation became textbook engineering for professionals overseas.

Degree of difficulty Constructing the DTL Bugis station, in particular, was a complex undertaking, as it had to be integrated with the operational EWL Bugis station. In this area, the DTL runs beneath the crowded Rochor Road, through Bugis station, then to Beach Road and Queen Street, with the density of these areas compounding the level of difficulty. The original plan was for the DTL to be 60m below ground and bypass the existing station’s structures. But Arup, engineering consultants for the DTL� Bugis station, came up with an alternative design that was 20m shallower than the initial base design.

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ENGINEERING A FIRST WORLD

Moving our People

“Both Bugis stations were so close to each other that at one point, I could touch the base slab of the EWL station – it was only a metre above the DTL.”

above the DTL,” recalls LTA project manager Willie Lim. “These were the challenges we faced, challenges unknown to most commuters using the new station.” It was unlikely that people moving around the vicinity of Beach Road and Queen Street at the time knew that major construction work was taking place beneath their feet. This is because engineers eschewed the conventional cut-and-cover method to excavate the ground to reach the tunnel below. They instead mined the DTL tunnels underground to minimise disruption, away from the public eye. Mining has its inherent risks, especially with soft soil widespread in Singapore’s central business district. On the DTL Bugis station project, engineers encountered sudden water leakage. Relating this unexpected setback, Willie, who was deputy project manager for the DTL�, explains: “While we were aware of the layers of soft soil, we didn’t expect the challenges the significant fluvial sand layers beneath the soft soil posed.”

these underground rail networks are some of the world’s toughest,” says Michael. Phase 1 of the DTL opened on December 22, 2013 and, apart from Bugis, consisted of the Promenade, Bayfront, Downtown, Telok Ayer and Chinatown stations. The entire 42km line, constructed in three phases and completed in October 2017, is the longest underground and driverless MRT line in Singapore.

The gold standard

This benefited commuters, as it meant a shorter walking distance between the two lines. It also reduced excavation and construction costs. The team was working with a tight project deadline as the design had to be completed within 12 months instead of the typical 18 months.

In close quarters Working closely with LTA, the Arup team spearheaded the redesign of the new station.

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above: The evolving face of Bugis

But it presented a fresh challenge to engineers. Given how close the two lines would be to each other, they had to guarantee the structural integrity of the EWL station and that its operations would not be compromised during the DTL construction. Trial mining operations at the site were conducted to reaffirm the construction methodology. “Both Bugis stations were so close to each other that at one point, I could touch the base slab of the EWL station – it was only a metre

“A difficulty in working with soft soil is that if you lower the water table or you change the water conditions, you would create a lot of settlement very quickly,” says Michael McGowan, a director at Arup. “When we had water leakage, it affected more than just a couple of areas, so we had to react and start remedial grouting quickly, within an hour or two.” Michael, who was the geotechnical design lead for the project, adds that the knowledge engineers gained from working in soft ground conditions has since been exported to other countries in South-east Asia. In terms of sustainability and innovation, the high-quality solutions and mining construction methods that engineers developed for the DTL Bugis station interchange became the new benchmark for Singapore’s rail connectivity. “The challenges that are continually being overcome here by engineers in constructing

above: Construction of Downtown Line Bugis station left: DTL� Bugis station reflects the traditional “ikat” (diamond) motif of the Bugis culture

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Moving our People

Fort Canning National Museum of Singapore

60m

Fort Canning Tunnel

Singapore Management University

North South Line Circle Line

28m

Fort Cannin

g Station 1m

Downtown Li

ne Tunnel

3m Bencoolen St

North East Line

ation

left: DTL3 was built in close proximity to existing MRT lines

DTL LIVE LINES CROSSING

A TEST of PRECISION A

n engineers’ drive for precision is of utmost importance, especially in the accuracy of their deliberations and calculations. And in a compact and dense city-state like Singapore, where tunnelling work is commonplace, this is even more crucial. Singapore’s underground space has become congested, making the laying of new underground MRT lines more complex than ever. The Downtown Line, which was built in close proximity to existing MRT lines, raised the bar for engineering excellence.

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have to stay clear of pilings of key buildings, which included the National Museum and the Singapore Management University, but they also had to pass three existing MRT lines in extremely close proximity. The stakes were highest where the DTL crossed above the North East Line. At a gap of just a metre, it was the closest that any tunnelling work had come to another inservice tunnel line. Further down, the DTL ran just 8m below the North-South Line and 3m below the Circle Line. Working on this section of the DTL gave engineers many sleepless nights because shutting down the existing operational train lines was not an option. It was up to them to guarantee that their tunnelling work did not pose a danger to commuters on the live lines, says Sim Wee Meng, LTA’s senior group director of Rail. “We had to make sure we did not damage the tunnels and that trains continued to run smoothly. We couldn’t afford a train disruption because it would have affected so many people.”

To burrow through the underground soil for the DTL, Wee Meng’s project team used a massive tunnel boring machine. Passing closely under or over live MRT lines was a risky manoeuvre as the team could not see ahead of their boring position. “We could not afford to have the TBM veer off its course even slightly or err in excavating as it could trigger unequal pressure in the tunnel and damage the tracks of live lines and derail trains,” explains Chang Kin Boon, LTA’s director of DTL Stage 3 at the time. “We were extremely stringent with our safety measures.”

“We had to make sure we did not damage the tunnels and that trains continued to run smoothly. We couldn’t afford a train disruption because it would have affected so many people.” left: Members of the project team, L–R: James Roh, Michael McGowan, Sim Wee Meng, Paul Fok and Chang Kin Boon

Commuters on the existing lines went about their daily travels, unaffected by the works on the DTL – all thanks to the marvels of engineering. There were no disruptions to commuters’ routines, not even to those travelling the stretch between Fort Caning and Bencoolen stations during Stage 3 of the construction.

Sleepless nights Connecting them was not a simple point-topoint excavation project for Land Transport Authority engineers. Not only did the tunnels

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ENGINEERING A FIRST WORLD

Moving our People

below: Sensors were installed throughout existing MRT tunnels to measure vibration caused by construction work

EL Beam

Prism

Eye of the needle EL beam sensors that monitor shifts and rotations in structures were placed throughout existing tunnels to measure the movement of the live lines. They continuously fed readings to a processing centre where a mainframe computer would assess if movements were within safety limits. If a threshold were breached, engineers would be alerted on their mobile phones. They set two conservative thresholds, in measurements of millimetres, to track

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movements so that they would have enough room to correct a track fault. If the first alarm went off, it would mean more precaution was needed during construction. At the next alarm, Wee Meng’s engineers would assess the need to inform the train operator to reduce speed on the affected line or even stop train services. Kin Boon added the alarms did not mean a train was in imminent danger, as the small movement would not have damaged the tunnel. “We deliberately set very conservative figures so that we would be alerted to it and could intervene on time. We wanted to make sure nothing happened in the first place.” He proudly reveals his team boasts a very good safety record, having won not once but twice the Project Safety Commendation Award in LTA’s Annual Safety Award Convention in 2014 and 2016. “However, even with all the precautions in place, we spent our waking hours worrying about the narrow gaps where the TBM was passing through. Even at home, we kept asking ourselves, ‘Did I do this or that correctly?’ We were constantly going over and over our checklist.” Inside the tunnelling control room, his team kept a watchful eye on the TBM and to monitor if it was performing at optimal condition. As the TBM bores, it suffers wear and tear, which reduces its cutting efficiency. “We planned pit stops to change the TBM’s cutting tools regularly so that our tunnelling work could continue smoothly throughout the entire course of the line. We could not risk any breakdown underground when there were so many trains constantly running below and above our tunnelling works.”

Adrenaline rush It is the thrill of overcoming challenges like this that drives Kin Boon every day. “Civil engineering is my passion,” he says. “At LTA, every project is challenging, so there’s never a dull moment. I get a dose of an adrenaline

rush every time I am able to resolve issues and introduce more efficient methods to complete the job. “Even for the new MRT lines that I am in charge of now, I am changing some construction methods to improve and make processes simpler. It’s exciting and when you see your ideas become reality, you feel a great sense of ownership.” Kin Boon emphasises on how he gets great satisfaction from the knowledge that he has made an impact on Singapore’s society. “I feel my biggest accomplishments as an engineer are the changes I’ve made and my contribution towards creating a safe working environment on high-risk projects like the DTL Stage 3 live lines crossing. We are hardwired to think logically, follow steps diligently, and think of improvements and solutions to problems.” Adds Wee Meng: “With stiff competition for underground space, future projects are going to get even tougher to execute, which will be a good challenge in helping our younger engineers develop. In many ways, the DTL has opened doors in Singapore’s search for more space as the population and economy grow.”

right: The Downtown Line, which was built in close proximity to existing MRT lines, raises the bar for engineering excellence

“We are hardwired to think logically, follow steps diligently, and think of improvements and solutions to problems.”

photo montage : The TBM’s cutting tools had to be changed regularly because there were highly abrasive sand stones and boulders in the ground

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Moving our People

transportation. “We went over many possible solutions, and finally decided on an intra-island cable car network,” explains Yee Fei, who was the project manager during its construction. The intra-island cable car line was designed to span three key tourist zones – Merlion Plaza, Imbiah Lookout and Siloso Point – from the centre of the island to the west, running along the southern shore.

Overcoming constraints But in building the line there were hoops to jump through. Steel, concrete, heavy machinery and equipment had to be brought in during construction. For trucks, trailers and containers moving in and out of the compact island, the narrow roads in Sentosa were a challenge. Stringent rules, put in place to minimise interruptions to businesses and attractions, didn’t make the job any easier. Nor did the close proximity of the nature reserve at Mount Imbiah, which had to be preserved. Yee Fei worked closely with engineers Vincent Yoong, director of RSP Architects, Planners & Engineers, and Nallaperumal Palanivelu, project manager at Gammon Pte Ltd, to tackle the challenges faced during the construction of the cable car. Austrian firm Doppelmayr Seilbahnen GmbH, a world leading cable car system provider, and Outdoor Engineers AG, a Swiss specialist consultant firm, were also roped in to design and install the system. Collectively, they came up with various solutions to overcome the challenges. “We

NEW SENTOSA CABLE CAR LINE

LAYING the HIGH LINE above: Sentosa’s new intraisland cable car system can ferry 2,200 passengers per hour

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ithin a year of the Resorts World Sentosa’s opening in February 2010, visitor arrivals to the island almost tripled. This was an outcome Sentosa Development Corporation anticipated and, to enhance the experience of visitors, it made improvements to help them move easily within the island.

fabricated most of the steel structures offsite, some outside Singapore, and delivered them on a just-in-time basis to install the structures at the site, since there was very limited storage space at Sentosa,” says Vincent. “And most of the major deliveries and installations had to be done only in the night in order not to inconvenience visitors to the island.” Getting the job done at a time when most people slept was par for the course for engineers, and rolling out the proverbial Plan B was something their contractors got used to. “We didn’t expect the kind of limitations we had to face and the volume of work that had to be done in the night, but we made the necessary adjustments,” says Nallaperumal.

Judgment call Adding to the challenges were restrictions they had to adhere to. One was a request from the Urban Redevelopment Authority to preserve the island’s natural view from the mainland. This put a limit on the height of the cable car network’s supporting towers. The National Parks Board also advised against the construction of any supporting towers within the nature reserve at Mount Imbiah. “We adopted a high-tension haul rope design in order to meet all these requirements,” explains Yee Fei. “A hightension design allows us to span the haul rope across 376m of the nature reserve, without any intermediate towers supporting it, while keeping the height of the two tallest towers below 50m.”

below, from left: View of Sentosa from mainland Singapore Construction had to be carried out with minimal interruptions to businesses and attractions

SDC senior assistant director Hwang Yee Fei says buses plying Sentosa were the island’s main mode of transportation in the early 2000s. But on a 5 square kilometre island packed with attractions, hotels and other facilities, there were constraints in adding more bus services. It prompted SDC to search for a more efficient, safer and greener mode of

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ENGINEERING A FIRST WORLD

“It is now an integral part of the island’s transportation system and ferries visitors efficiently, with a cabin arriving every 13 seconds.” below: Members of the project team, L–R: Nallaperumal Palanivelu, Andrew Seh, Vincent Yoong, Liu Lihui, Shirley Jawin, Gaston Chee, Tan Chiat Phang, Narayanasamy Nithyanantham and Hwang Yee Fei

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As safety is paramount, several features were incorporated into the cableway system. Among them is the advanced rope positioning detection system, which monitors in real time the positions of the haul rope on the roller sheaves and automatically regulates the speed of the system to prevent the cable cars from getting derailed.

Moving our People

Yee Fei says: “To ensure the highest level of safety, our cable car system has incorporated a proven recovery system that Doppelmayr developed over the last 10 years. We are therefore confident that in the event of any emergency, we are able to react very quickly and help passengers get to the nearest station. We believe this is the safest way to evacuate passengers compared to other methods, such as abseiling or rescue with ropes.” After two years of construction, the Sentosa Line was officially launched on 14 July 2015, in conjunction with Singapore’s 50th anniversary celebrations. Spanning 860m, it has the capacity to ferry 2,200 passengers per hour in each direction and offers riders a scenic aerial view of Sentosa and the Singapore skyline.

Rush of adrenaline Despite the constraints, the engineering team revels in the satisfaction that it has made a significant contribution to one of Singapore’s most important assets. Vincent still gets a rush of adrenaline in finishing a job, especially one that entails solving intricate engineering problems, like those he encountered in the tight environment at Sentosa. He recalls another project, building a hotel in Sarawak, where his team faced even more challenging circumstances. “That site was 8 hours away by boat from Miri, which was the nearest town. We had to use innovative methods to build the resort. We even sourced for building materials from the jungle and used river stones as aggregate. “As civil engineers, we get to work with many different types of people and places. Everything we build touches lives, be it the road you drive on or the running water that comes out of your tap.” It is a profession he and the Sentosa cable car engineering team encourage young Singaporeans to take up because they believe the country needs more talents. Holding up the Sentosa project as an example, Yee Fei says the sense of accomplishment is immeasurable and one that money cannot buy. “Look at what we have achieved with the Sentosa Line,” she points out. “It is now an integral part of the island’s transportation system and ferries visitors efficiently, with a cabin arriving every 13 seconds. The cable car complements other island transport modes such as the Sentosa Express monorail, buses and beach trams.” Adds Vincent: “Perhaps there should be more grants that allow engineering students to go on internship programmes overseas, so that they can see where engineering can really take them. It is a great profession to be in.”

above: Engineers had to work in a tight environment that was also close to the nature reserve left: Construction of Siloso Point station

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Moving our People

stage 1

stage 2

stage 3

DOWNTOWN LINE UNDER THE SINGAPORE RIVER

UNDERGROUND WEB of INTRIGUE stage 1:

stage 4

Ground improvement works and removal of obstruction along the tunnelling alignment stage 2:

stage 3: CT d un ro

g er nd

Channelling the river into new alignment

el nn Tu

stage 4: DT L3 un 3T

els nn Tu

Singapore River L DT

Safe completion of tunnelling works and restoration of Singapore River

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t took Sim Wee Meng and his team of engineers six years of hard work to finish their assignment so that commuters riding the Downtown Line could complete their journey between the Chinatown and Fort Canning stations in 3 minutes. As the crow flies, the overland distance between them was only 600m. Building the stations above ground would have been a cinch but building them underground was a formidable task that the senior group director of Rail from the Land Transport Authority and his team had to tackle when work on the DTL began in 2008. It was a monumental task. The Chinatown-Fort Canning segment was part of the final and third stage of the line that began three years later, and the task at hand for LTA director of Downtown Line Stage 3 Chang Kin Boon and his team was anything but simple. They had to push the boundaries of engineering and perform tunnelling gymnastics to connect the two stations. From Fort Canning, the rail line had to dive at a steep incline to go a metre above the North East Line and then continue while avoiding the piles of the National Museum. It then had to go 8m below the North South Line and deeper still at just 3m below the Circle Line before linking at Bencoolen Station. With hundreds of thousands of commuters riding the existing MRT trains every day, the team couldn’t afford a mistake in their tunnelling work.

Going underwater

Temporary bypass diverting the river

And if this wasn’t enough, the DTL had to pass under the Singapore River at just an arm’s length from the Central Expressway tunnel. “We had to build the tunnel underneath the Singapore River in order to connect both DTL stations,” says Kin Boon “Although the spot (near Merchant Loop) we had chosen to excavate was challenging, it was still the best out of all the options along the river.” Building a viaduct over the Singapore River was out of the question as trains would have to compete with existing buildings for space and would require more power to climb a steep gradient when coming from Chinatown station.

“The gradient of the track should not exceed 3 per cent,” says Kin Boon. “Any steeper and it would not be optimal for the train operation.” James Roh, managing director of Korean engineering company GS E&C, which was the main contractor for the Singapore River crossing project, says: “Building a track over a river is the traditional method. Taking our experience in Korea as an example, technical requirements there are much more demanding and at the Han River, which is 800m to 1km wide, some train lines are almost completely underneath the river. So, with our experiences in our home country, it gave us confidence this could be done for the Singapore River.” To build the tunnel under the waterway, engineers created a river bypass, using retaining walls, to divert its flow away from its original alignment. Tons of debris had to be removed first so that the tunnel boring machine would not get obstructed.

above: Live testing between Chinatown and Fort Canning stations

Crossing under the riverbed The TBM resembles a 100m-long millipede that leaves behind circular, reinforced, concrete rings that allow the tunnel to withstand ground pressure as the machine bores forward to create it. If it stalls under the Singapore River it risks creating a sinkhole that might flood the completed tunnels and derail the project. The team could not afford

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Moving our People

group director of infrastructure design and engineering. “Engineers can never afford to take their eyes off the job on hand because mistakes can cost lives.”

above, left and right: Operating the tunnel boring machine to excavate the DTL tunnel

Special breed of engineers

“And successfully building an MRT line for thousands to commute safely every day is testament to our talented bunch of engineers, who are a special breed of people – our nation’s assets!”

above: Members of the project team, L–R: You Fook Hin, Chang Kin Boon, Sim Wee Meng, Michael McGowan, James Roh and Paul Fok left: Rama Venkta

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this risk especially since the DTL project was on a strict deadline. Due to limited soil cover and close proximity to the riverbed, the ground had to be grouted to stop water from getting into the DTL tunnel and existing MRT lines. “The ground was extremely soft and weak, and posed a great risk,” says Kin Boon. “We had to ensure that no water had any chance of leaking into the TBM tunnelling works.” Despite the mammoth scale of the project, there was minimal disruption to the surrounding area. The cruise boats and river taxis continued to ply the Singapore River while construction activity went on beneath it. After construction was completed, the team realigned the Singapore River flow to its original shape and removed the counterfort retaining walls in the temporary river. “While we were confident the engineering solutions we put in place were robust and safe, we never stopped monitoring every aspect of the tunnelling work,” says Paul Fok, LTA’s

Rama Venkta, former DTL project director, says the engineering team’s patience and determination were instrumental in accomplishing a very difficult and demanding task. “Building infrastructure underground in Singapore is one of the most challenging jobs in engineering,” adds Rama, who is now LTA deputy group director, special projects. “Any tunnelling expert will tell you this. “There are so many things to contend with, especially the unpredictable nature of the ground coupled with sensitive structures located in close proximity to the underground works. And successfully building an MRT line for thousands to commute safely every day is testament to our talented bunch of engineers, who are a special breed of people – our nation’s assets!” To Kin Boon, the Singapore River crossing project exemplifies why engineering remains

vital to Singapore. A three-minute ride between Fort Canning and Chinatown stations took years of precise and tedious engineering work. “Engineers are trained to do their jobs well to serve people and improve their lives,” he explains. “And now that Singapore is looking at more ways to go underground, engineers are vital to making sure that with limited resources all the elements, whether elevated, at grid or underground, are in sync and fully utilised.” While many may associate engineering with only construction, James is quick to emphasise its reach is expansive. “Engineering touches all industries, even the medical field which requires machinery and equipment,” he says. “In the future, we will need more data scientists and IT engineers. But civil, mechanical and electrical engineering will still form the basic hardcore support upon which we can build IT and electronic expertise.” Adds the GS E&C managing director: “I cannot imagine a world without engineers. Without them, no infrastructure would be built, and without infrastructure there cannot be further development in a country.” Agreeing, Wee Meng adds: “Without engineers, the world will regress. People can build things, but you need engineers to come up with solutions to make things that actually work, last and don’t fall apart.”

below: Debris removed from the Singapore River before the tunnel boring machine could be deployed to excavate the DTL tunnel

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DEFENDING OURÂ NATION

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Defending our Nation

BIONIX

THE MAKING of a BEAST

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left: Members of the project team, L–R: Fong Saik Hay, Loh Heng Fong, Tan Chuan-Yean, Ng Keok Boon, Richard Kwok, How Kian Soon

he Ultra M113 Infantry Fighting Vehicle had served the Singapore Armed Forces well since the 1970s. By the late 1980s, the Ministry of Defence wanted to augment the fleet, opening up the opportunity for the Lion City’s defence engineers to embark on something special – design an IFV that met the specific requirements of the SAF. The Defence Science and Technology Agency and ST Kinetics, the land systems and specialty vehicles arm of ST Engineering, pushed for a Singapore-designed IFV and drew expertise from across the defence community. It was a tripartite project that was undertaken with the SAF. Mindef wanted the IFV to be light, highly mobile, and armoured to provide adequate protection for occupants, and to have solid firepower. It bordered on the impossible but nothing, it seemed, could rattle the engineering team. In fact, the more difficult the project, the more determined they were to take it on. “The requirements were challenging,” says How Kian Soon, DSTA senior principal engineer (Land Systems), who was also the programme manager. “To achieve high mobility, the IFV would need to be light. But in order to have good protection and firepower, the vehicle would inherently become heavy.” But that was not where their difficulty began. Singapore then did not have the expertise to develop and produce such armoured vehicles from scratch, apart from adapting foreign-made cars for local needs. The logistics network, including a suitable site to test prototypes, was also non-existent then. But when a nation called, her engineers had to answer.

above: The Bionix was designed and built by Singapore engineers

Best minds at home Tan Chuan-Yean, deputy director (Procurement) of the Industry and Resources Policy Office in Mindef, who was DSTA project engineer at the time, says the ministry initially explored procuring foreign-made IFVs in the late 1980s to replace the Army’s ageing fleet of Ultra M113. “We looked at what was already in the market, but none met the specific needs of Singapore’s conscript army,” he recalls. That was when Mindef turned to expertise at home. Engineers from the SAF, Defence Materiel Organisation – one of the organisations that eventually became DSTA in 2000 – and ST Automotive – forerunner of ST Kinetics – then began designing and developing the first locally-built IFV. That marked the beginning of the Bionix programme, a pivotal moment that thrust the local defence industry into high gear and transformed it into a major armament producer. Although none had any experience in designing and building an IFV from scratch, the team of engineers relished the opportunity. “We had a very cohesive team with a common objective,” recalls Fong Saik Hay, chief technology officer of ST Engineering, who was the programme leader for the Bionix. “We had a pledge that says we cannot overcome physics but we will use every physics to succeed. That was the spirit that drove us.”

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ST Kinetics chief technology officer Richard Kwok, project chief engineer for the turret design at the time, says the absence of previous experience served as an advantage for the engineers because they were not tied down by what could not be done. “This project was really about being bold in stepping into the unknown and finding out what you can do. That is when you think up ideas and become unafraid.” “We were pumped up to design a made-inSingapore product because with the experience and knowledge we were going to gain from it, our people could then go on to produce other types of armoured vehicles.”

A fighter takes shape

below, from left: The Bionix packs a big punch with the 25mm stabilised two-man turret Bionix II vehicles were equipped with higher firepower, protection and also better connectivity

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Engineers approached the design with its operators in mind. “For example, the hatch on the Bionix does not slam shut entirely unless one forces it and this reduces the risk of injury,” Kian Soon emphasises. Chuan-Yean adds: “We also installed both software and fail-safe mechanisms that prevent the turret from moving accidentally and hitting soldiers when the hatch is open. The mechanical features act as a secondary back-up in case the software fails, to ensure our soldiers remain well-protected.” There are also unique specifications in the Bionix body that protect and give SAF soldiers an advantage on the battlefield. Loh Heng Fong, who was ST Kinetics project chief engineer

Defending our Nation

for chassis design, says the engineering team had to build something special. “When we finally delivered the Bionix, it was the lightest, smallest, and most agile and highly-protected IFV in the world. Twenty-five years after its development, the Bionix is still state-of the-art in terms of its protective capabilities.” To pack the Bionix with deadly firepower, engineers found the 25mm cannon to be most suitable. But because the weapon system was hefty, they had to be careful it did not come as a trade-off for other elements, especially the overall weight. It was all about calculating the right distribution of weight in the Bionix, and Richard says the team not only managed to fit the cannon onto the IFV, but also a twoman turret system that allowed the gunner to fire on the move. Few IFVs in the world then had this capability, he adds. Another notable achievement was fitting the Bionix with a hydro-pneumatic suspension, which maximised space in the vehicle and provided a smoother ride for the troops.

“We had a pledge that says we cannot overcome physics but we will use every physics to succeed. That was the spirit that drove us.”

Salutes from abroad The learning curve for the team was steep. They redesigned a stronger hull after a prototype did not meet specifications during water fording trials. Excessive vibrations were also resolved with the installation of isolators, normally used for mounting equipment, on seats. “If we did not make mistakes, we would not have

learnt to build a more solid IFV,” Heng Fong points out. “From these lessons, we have gone on to build the Bronco All-Terrain Tracked Carrier, of which the British Army ordered over 100 units for its troops in Afghanistan.” But the most challenging phase of the project was hardly technical. Prototypes had to be tested without generating unwanted attention and only through careful coordination with various agencies were the engineers able to run them on public roads and in secluded spots, mostly at night. It was significant that the team was able to clock more than 30,000km of reliability tests before the Bionix was delivered to the Army. The engineers’ Bionix journey took seven years. And they created a fearsome beast that rolled out of the shop floor in 1997. It was ready to carry 10 soldiers, had a 25mm

cannon and two mounted 7.62mm machine guns with thermal imaging sights to hit targets in the dark and through smoke. A different variant came with a 40mm automatic grenade launcher, a 12.7mm heavy machine gun weapon station and a 7.62mm machine gun. Both variants of the Bionix have armour protection. “Some of our foreign partners saw what we were doing and commented that for a small country to embark on such a project was nothing less than a demonstration of national will,” says Saik Hay. “That was very heartening to hear, but the real legacy of the Bionix is that it gave us the engineering capability and leadership to build new things tailor-made for the SAF.” For a sterling job done, the Bionix IFV Programme Management Team received the Defence Technology Prize 1997 (Team) Award.

above: It was a steep learning curve for the engineering team but it eventually produced an IFV that earned plaudits from Singapore’s foreign partners

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Defending our Nation

below: Since its debut in 1999, every National Serviceman has experienced the SAR21’s accuracy firsthand

SAR21

TOP GUN for the VERY BEST C

omparisons have been made with some of the world’s top assault rifles. Authoritative defence review IHS Jane’s rates it as having an excellent basic design and the ability to achieve a high percentage of rapid-fire hits without any zeroing. Its easy handling and light weight have impressed weapons experts the world over since its debut in 1999. The Singapore Assault Rifle 21, or SAR21, is a 21st century rifle made for the 21st century soldier. Engineers from Defence Science and Technology Agency, ST Kinetics and Singapore Armed Forces were the brains behind one of the world’s most advanced assault rifles. It has its genesis in the early 1990s when the SAF wanted a replacement for the M16A1, in favour of a more modern, ergonomic and operationally-friendly weapon. American troops had performed yeoman service using this US-made rifle in the Vietnam War and it had also formed the backbone of the SAF after National Service began in 1967.

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“We wanted a rifle that suited our Army… Our objective was to make a much better rifle than the M16.”

Moulding a star Instead of buying off the shelf, the SAF decided to go local and commissioned DSTA to produce an assault rifle to rival the very best – but customised for the Singapore soldier. “We wanted a rifle that suited our Army,” recalls See Wee Young, assistant director at DSTA’s Systems Management Programme Centre and the programme manager of the SAR21 during its development. “Our objective was to make a much better rifle than the M16.” DSTA was tasked to define the rifle’s technical specifications to meet SAF’s operational needs, and manage its design and production before it was put into service. ST Kinetics was the rifle’s designer and manufacturer, while the Army planned and conducted trials on its capabilities and provided valuable feedback. “From our research and trials, we discovered that most assault rifles were designed for Caucasian soldiers, who are physically bigger, and the M16 in our

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previous inventory was a better fit for the American armed forces but not ours,” says ST Kinetics head of Small Arms Group Chin Nan-Sang, who was project engineer at the time. “SAF soldiers, like their Asian counterparts, have typically smaller frames.” Armed with anthropometry data of Singapore soldiers, engineers began to shape the assault rifle’s ergonomics and pack it with technology that optimises SAF’s operational capabilities, bearing in mind that most users serve the Army full-time for only two years. The team studied several models that were already in service with other armies. “We were trying to establish what the next generation of rifles was going to be like,” explains Aw Cheng Hok, ST Kinetics’ vice-president of sales and marketing. below: Members of the project team, L–R: Chin Nan Sang, Aw Cheng Hok, Tan Wee Chye and See Wee Young

Lighter and better Engineers zeroed in on the bullpup system because, unlike the M16, its firing mechanism and bullet magazine are placed behind the trigger. This creates a compact rifle with a

Defending our Nation

barrel length typical of longer non-bullpups, and enhances its manoeuvrability. The engineering team also designed a longstroke gas piston and rotating bolt operating system, incorporating a patented constant recoil principle that results in very low recoil when fired. This innovative design gives the soldier more control over the weapon in the thick of combat. For the SAR21’s combined stock and receiver, the team picked a sturdy polymer to achieve a lighter weight balance and designed it to fit the average Singapore soldier’s physique. “Fighting an urban warfare demands that assault rifles be compact and quick to respond, as the soldier has to weave in and out of buildings, and this was key to the rifle’s design,” Nan-Sang points out. Wee Young adds: “We placed a lot of emphasis on the human form. For example, the SAR21’s cheek pad is more suited to the broader Asian face, making it easier and more comfortable for the user to aim. It also sits nicely on the shoulder. We did a lot of

tests with National Servicemen and also had Commandos assess our prototypes.” As conscripts were going to be the primary users of the SAR21, the project team decided that the rifles coming off the production line should be factory-zeroed. This means the aiming sights need not be manually set before a soldier could fire it accurately. The rifle is also mounted with a 1.5X optical scope that delivers better visibility for aiming. Designing the SAR21’s safety features came with its own challenges. With a bullpup, the rifle’s chamber is placed next to a soldier’s face and the team spent a year creating a safety mechanism to prevent any injury in the event of a breech explosion. “What came out of this is the carbon composite shield, which is several times stronger than steel, and we placed it on the face plate to block the energy of an explosion and divert it away from the soldier’s face. It is the first-of-its-kind design for a bullpup,” says Wee Young.

Ready-made to fire Like all new systems, SAF soldiers underwent a period of getting to know their new toy. The team decided not to design the SAR21 that also catered to left-handers as such soldiers performed just as well as their right-handed counterparts although they took slightly longer to get accustomed to it. “With one standard weapon, anyone can pick any SAR21 and shoot accurately, even if it is not his personal-issued weapon, because the optical scope delivers greater accuracy whether you are a left- or right-hander,” explains Wee Young. The SAR21 was a pivotal point in Singapore’s engineering history. Advanced state-of-the-art armaments are a reflection of a country’s technical capabilities and it raised Singapore’s reputation as a nation that can innovate to make top-of-the-line products. ST Kinetics now supplies high-grade military hardware to armies all over the world, including the United Kingdom, which is an elite global military force. The new assault rifle

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has since had numerous upgrades and variants, and is sold to countries in the Asia-Pacific, Latin America and the African continent. “Every Singapore soldier is now equipped with the SAR21 and they carry it every National Day,” says Tan Wee Chye, DSTA’s head (medium calibre systems), and the SAR21 project’s programme manager during its equipping stages. “I feel a tremendous sense of pride to see our work in full display before all of Singapore. And when our sons serving NS say good things about the rifle, I know I’ve served the nation well.”

from top : The riffle is designed with a long stroke gas piston and rotating bolt operating system that results in very low recoil for good control during firing With a built-in optical scope and laser-aiming device, the SAR21 is the ideal weapon for quick target engagement

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103

left: Members of the project team, L–R: Chang Chai Fung, Tham Kin Mun and Cheng Heng Ngom

“For the long-term sustainability and accuracy of the system, we had no other choice but to throw the codes away and start from scratch to rebuild those critical modules. But this is sometimes how it is for engineers.”

AIR COMMAND AND CONTROL HUB

GUARDING SINGAPORE’S AIRSPACE IES Book_20180302_bookblock_FA.indd 102-103

ingapore sits on one end of four of the 10 busiest air routes and its airspace is the world’s sixth busiest in terms of international air traffic. At any one time, there are multiple aircraft flying in the island’s congested airspace. These aircraft, whether commercial or military, need to be monitored and guided in and out of the crowded sky safely.

The Republic of Singapore Air Force must be vigilant and keep a close watch on all airborne activities for anomalies. To keep Singapore safe, the RSAF needs to take advantage of technology to provide them with a robust real-time surveillance capability. As the RSAF continues to develop its capabilities in ground radars, airborne earlywarning aircraft and other detection systems, consolidating all the information in a single system became a necessity. In 1996, engineers from the Command, Control, Communications and Computer Systems Organisation, or CSO, started to develop a system called the Air Command and Control Hub. The CSO was one of eight defence technology units that were merged to establish the Defence Science and Technology Agency as a statutory board in 2000. Chang Chai Fung, Mindef ’s deputy director who was then the project’s programme manager, explains: “It’s a critical capability we had to develop, because the RSAF has to track movements in the air 24 hours a day, all year round. Although the system requirements were daunting, we could not take the easy way and buy the capability from overseas contractors. We wanted to build it up locally.”

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Defending our Nation

Ground-based sensors

Air Command and Control Hub

control

Air assets

Civilian air traffic control system

above: Schematic overview of the Air C2 Hub

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Taking off She embarked on a four-year journey to build an Air C2 Hub that would function like a brain, and process data from radars that track and manage movements in and around Singapore’s airspace. It had to be able to process large amounts of information from multiple sources and augmented by system intelligence to provide timely recommendations to its users. Chai Fung set out with a team that included two fresh engineering graduates Tham Kin Mun and Cheng Heng Ngom. Despite the pair’s young age then, they had to quickly learn the ropes and help develop what would become a state-of-the-art Air C2 Hub. Kin Mun, programme manager at DSTA’s Networked Systems Programme Centre and the project engineer at the time, says the system not only had to be cost-effective and scalable, but also fulfil very stringent prerequisites. “It must be reliable every minute, every second, every day of the year. An aircraft can fly at 150m per second, so imagine if the system is delayed even for a moment. If there is a threat from the air, any delayed response could be disastrous.” With their lofty goals in sight, the team went full steam ahead. Building a complex Air C2 system was an entirely new ball game

for the team and they had to learn on the fly. “There were multiple sensor integrations in the system we were working with,” Chai Fung recalls. “And we needed to integrate them in a real-time operation setting. All of the consoles also had to be synchronised with one another. With the stringent standards, it was challenging and required rigorous attention to detail.” As part of its development, a software framework was formulated to establish building blocks from which new systems could be built from the baseline. The Air C2 Hub was designed with an open architecture so that new capabilities could be added on and the system scaled up conveniently. Using commercial off-the-shelf computer equipment, the system can be upgraded alongside advancements in computing technology. “It was a lot better in that sense,” points out Heng Ngom, deputy director at DSTA’s C4I Development Programme Centre, who was then the project engineer. “New components could then be inserted to install new technologies. Over the years, the team continued to roll out new software and perform system upgrades.” The project’s real-time performance requirement turned out to be more challenging than initially expected. A year-and-a-half into the project, the team had binned thousands of lines of codes they had written as they were not up to expectations. “For the long-term sustainability and accuracy of the system, we had no other choice but to throw the codes away and start from scratch to rebuild those critical modules,” Chai Fung muses. “But this is sometimes how it is for engineers.”

left: The Air C2 Hub processes radar data to track and manage aircraft movements in and around Singapore’s airspace

were anxious when it went into operation, but we were also confident because of all the simulation tests we had conducted.” Today, the Air C2 Hub is able to quickly identify an aircraft – whether it is commercial or military – through the use of artificial intelligence. By processing critical data, such as an aircraft’s speed and direction, the Air C2 Hub predicts the path the aircraft is taking. This allows the system to pre-empt operators on any potential airspace conflicts. Among its user-friendly features are video streaming, picture-in-picture display,

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smart alert to system fault, and multiple display windows. It also features a 3D display that gives operators a quick perspective of positions and how high the planes are flying.

Safe skies As an engineer, Chai Fung takes great pride in how the Air C2 Hub she and her team developed helps keep Singapore safe from airborne threats. “Whenever I fly in and out of the country, I know it is keeping a close watch on the aircraft I am in,” she says. “It may be tough and takes a lot of time, but I encourage those who are passionate about developing complex systems to take up engineering. It is a rewarding career choice.” Kin Mun recalls making a conscious decision to join the project team despite the manifold challenges the team was up against. He says: “I had the chance to develop something important for my country and that was a very real motivation. I was just a rookie engineer then, and the project refined how I analyse issues. Now, as an engineer in DSTA, I find it exhilarating to troubleshoot and unravel complex issues.” left: The team won the Defence Technology Prize 2002 Engineering (Team) Award

Guarding a nation The engineering team’s dogged determination and perseverance paid off and the project was completed in 2000. They put it through several tests against different simulated backdrops before it was officially launched. “As a system that is functioning in a real-time environment, the Air C2 Hub’s performance needed to be top-of-the-line,” Heng Ngom recalls. “We

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THE WAR AGAINST SARS INFRARED FEVER SCREENING SYSTEM

right: IFss is the first thermal imager-based system in the world designed to screen large groups of people for fever

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right: Members of the project team, L–R: Teo Chee Wah, Tan Yang How, Thia Chang Liang, Tan Lay Beng and Tan Wee Kok Andy

ive had died while about a hundred were fighting for their lives when then Defence Science and Technology Agency chief executive Richard Lim received an e-mail from the Ministry of Health, asking if there was anything in DSTA’s arsenal that could help spot people who were likely sufferers of a deadly infectious disease. As of 3 April 2003, the Severe Acute Respiratory Syndrome, or Sars, had claimed 79 lives worldwide and infected 2,270 others. The numbers were rising rapidly by the day. The disease was first detected in Guangdong, China, in November 2002 and had infected many who had visited that city. The disease quickly spread to 16 countries, including Singapore, which detected its first case three months later. Containing the spread of Sars became an urgent priority for the nation, and the first line of defence was all entry points into the country. The mission to detect potential carriers before they entered Singapore and send them for treatment at Tan Tock Seng Hospital went into full swing. But with tens of thousands of people returning home or entering for a visit, it was a laborious process. They had to queue at Changi Airport and other immigration

checkpoints as medics in protective gear took their temperatures. The fear of contracting the disease had also driven people to avoid public places as much as possible.

All hands on deck In the e-mail, MOH wanted to know if Richard and his team could find a way to speed up the process. Tan Yang How, president (DSTA Academy), and Teo Chee Wah, deputy director (sensors), were already pondering the question. At the time, Yang How was division manager of the Sensor Systems Division and Chee Wah the programme manager for electro-optics sensors, and they had previously worked on thermal imaging for the military. “We both wondered if there could be a more efficient way to screen passengers,” recalls Yang How. “Because of our technological background, we knew there was a possibility we could use a thermal imager from the military to detect contrasting body temperatures.” The engineers swung into action and ST Electronics that had several years of design and development expertise in thermal imaging systems, was roped in for the urgent mission to develop an Infrared Fever Screening System. Popularly known as the IFss, it was an engineering adaptation of Stelop’s thermal

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left:

Thermal Imager

A typical IFss setup

Display Monitors Infrared Radiation

Thermal Reference Source

Central Processing Unit

imaging systems and sophisticated frame grabber solution. The frame grabber captures static snapshots from videos and was designed to detect MRT track defects. The team had to get acquainted with medical science quickly to ensure that the thermal imager will capture the readings accurately. “We had never done anything like this, so we needed to understand the relationship between core body and skin temperatures, and how environmental factors like air conditioning and outdoor heat can affect them,” says Chee Wah. The team conducted extensive research and consulted widely with experts from the Defence Medical Research Institute, DSO National Laboratories and other organisations. They confirmed the belief that skin temperature was indeed a good indication of the body’s core temperature.

Calibrating the weapon But a major challenge the team faced had nothing to do with engineering. Once a prototype was built, it had to undergo tests with real people, says Andy Tan, general manager of Stelop, ST Electronics, who was an electronics engineer at the time. “It was our fear of contracting Sars. I remember feeling

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“…the IFss was an important weapon in the battle that could help stop the spread of the disease.” afraid when we had to set up the system at the hospital to collect data. I think most of us didn’t even dare tell our family what we were doing. We quietly disinfected ourselves and our clothes before going home after work.” Within 36 hours after activation, the team produced a prototype and it was immediately deployed at the Singapore General Hospital to gather data on the thermal profile of patients with fever. Another prototype was sent to Nee Soon Camp Medical Centre to get readings of healthy people to get a baseline comparison. The information engineers collected helped them calibrate the thermal imager to detect people with fever. The tests at the hospital and army camp also highlighted an issue: The thermal imager was very sensitive, which meant it could potentially show people’s undergarments on screen. Engineers had to recalibrate it to focus on displaying only the exposed skin temperature signatures.

By 11 April, the IFss was fielded at the airport and other entry points as the first line of defence against Sars. Those who were deemed febrile, or having a fever, by the system were ushered aside and had their temperatures checked manually by medics. Five days later, the world learnt about the IFss. “We wanted to perform more tests until we were very certain of the IFss’ effectiveness and didn’t expect the media to start reporting it,” recalls Yang How. “But it was an important piece of news to share. After all, the IFss was an important weapon in the battle that could help stop the spread of the disease.” It also reassured people in Singapore who were alarmed at the way the disease had spread, says Yang How. “The IFss was a means to calm a society that was gripped with fear. By informing the people we had made a technological breakthrough in the fight against the disease, they were more confident in going about their daily routine.” One of the creative measures the team took when they deployed the IFss was to set up another screen so that those who passed by the IFss could also see their heat signatures. This additional screen helped everyone look out for each other, and gave the nation greater confidence in fighting Sars.

Global deployment The innovation by DSTA and ST Electronics engineers prompted many cities battling Sars, including Hong Kong and Toronto, to approach the Singapore government for a loan of the IFss. The engineers’ work has won accolades globally, including the US Tech Museum Award

(Health Category), the Asean Outstanding Achievement Award and the IES Prestigious Engineering Achievement Award. Time Magazine listed it as one of the “Coolest Inventions of the Year” in 2003. A total of 33 people succumbed to Sars in Singapore but the disease would have claimed many more had the IFss not been there to help contain the spread. Yang How says the urgency to develop the IFss within a short time was a valuable experience. “The episode was vital in teaching our engineers the importance of reacting quickly to situations, innovating on the go and how to go about collaborating with industry players. The end result was very satisfying because in the fight against Sars, people all over the world realised Singapore’s technological capabilities.”

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above: The system won the US Tech Museum Award (Health Category), an annual award for outstanding individuals or teams around the world for their pioneering work to benefit society through the use or development of new technologies

left: The IFss was deployed at all entry points in Singapore

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UNDERGROUND AMMUNITION FACILITY

THE FIREPOWER UNDERGROUND

“The facility needed to be an innovative engineering solution ahead of its time.” below : Members of the project team, L–R: Ng Cher Chia, Seah Chong Chiang, Teo Loon Chin and Zhou Yingxin

here is a perennial competition for space in Singapore and a need to strike a balance between setting aside land for defence purposes and social and economic needs. So when the government identified land parcels at Seletar for redevelopment, the Urban Redevelopment Authority asked the Ministry of Defence to explore options to relocate its ageing Seletar East Ammunition Depot. This kick-started the journey to develop Singapore’s first Underground Ammunition Facility, or UAF.

Exploring a new frontier With the decision to move, the ammunition at Seletar had to be transferred to another location, but where? Finding another piece of land above ground with a large safety buffer zone around it was virtually impossible in land-scarce Singapore, so the only way was to go underground. The challenge in doing so was two-fold: the team working on this had to have the expertise in creating underground caverns and in storing ammunition in them safely. This undertaking brought together engineers from the Defence Science and Technology Agency, the Singapore Armed Forces and Sembcorp Design and Construction. Ng Cher Chia, deputy commander of SAF Ammunition Command and the UAF’s operations manager, says: “The facility needed to be an innovative engineering solution ahead of its time. We were looking for a robust and secure solution, not only for the current period but also well into the future.”

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Engineers identified an area in Mandai because the inherent strength of the granite formation there provided natural fortification and the existing quarry offered easy access to the underground caverns. Granite rock is about six times stronger than normal concrete and can therefore contain the risks associated with ammunition storage. It offers greater protection against external attacks as well. The engineers’ research also found that the stable environment of the underground caverns could reduce energy consumption by up to 50 per cent, compared with conventional depots. To build the UAF, the engineering team carried out extensive research, including simulation studies and tests with a scaleddown model that was a third the size of what they were going to build. The tests were conducted in a mixed media of soil and rock to validate key aspects of the team’s design and unique local conditions. The findings in the process set new international standards in underground ammunition storage safety.

Simulating explosions The large-scale validation tests were conducted in Sweden, in collaboration with the Swedish Defence Research Agency and the country’s armed forces. The UAF team also linked up with various universities and institutions – such as Nanyang Technological University, National University of Singapore, American Sandia National Laboratories and the Norwegian Defence Estates Agency – to learn more about geology and the latest ammunition storage technologies. A key advantage of the UAF is that it reduces the need for a sterilised zone – areas to act as safety buffers in the event of an explosion – by 90 per cent. In conventional ammunition depots, large tracts of land surrounding it have to be sterilised, meaning they cannot be used for normal industrial, commercial or residential buildings. But because of Singapore’s unique geological nature and building structures, and the challenge of having to construct an ammunition

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depot within a highly urbanised environment, new safety standards on ground shock had to be developed. Zhou Yingxin, DSTA’s head engineering (underground facilities), says: “There were significant gaps when we tried to use existing international ammunition storage safety standards for Singapore. Through numerous tests and in-depth research, we developed our own safety standards which suited local conditions – and some of these were subsequently accepted internationally.” With a commitment to safety, the team incorporated several safety features into the UAF. “To prevent a chain reaction of explosions from occurring, we installed blast doors for each storage chamber,” says Yingxin, who was UAF’s engineer in charge of rock engineering and technology development. “Nitrogen gas is also used to make the air environment inert and protect storage areas from fire.” Cher Chia adds that the multiple sharp turns with tunnel pockets in the UAF would also trap any debris or fragments from an explosion and help reduce blast pressure from getting out of the UAF. “But the facility also needed to contain high frequency shockwaves, which could cause considerable damage to the vicinity,” he explains. “If a blast goes off in one part of the facility, other areas must not be affected.” In going underground, engineers took the opportunity to equip the UAF with the latest

Defending our Nation

ammunition storage technology and systems, and turn it into a one-stop operations centre. They designed large chambers, each measuring about 100m by 26m and 13m high. Retrieval and management of ammunition are automated and containers can be loaded easily onto trailers, requiring less manpower. More ammunition can also be sent to troops in a much shorter time and in the exact configuration required, as they are stored in ready-to-move standard containers for each specific mission. “To achieve a seamless integration between operations and system design, the team also placed huge emphasis on the simulation of workflows to study areas to improve, such as whether to have a two- or three-lane tunnel,” says Teo Loon Chin, head capability development (construction management and supervision) at DSTA and who was then programme manager for underground facilities.

“What we achieved is similar to how Singapore began as a nation in 1965. Faced with an unknown future and with no resources, our leaders had to think outside the box to make this little island of ours work.”

above: Drilling jumbos in operation

opposite page, from left : On-site storage magazine The first largescale underground, containerised facility that was designed and built within a highly urbanised area

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The NATO nod Their work in building the UAF broke new ground on two important fronts. At the time of completion, it was one of the world’s most modern underground ammunition storage facility. It was also the first large-scale underground, containerised facility that was designed and developed within a densely developed and urbanised area. The story behind the construction of the UAF has since been presented at international conferences and published in leading scientific journals. Engineers from the Singapore team also set new standards for safe underground ammunition storage that have received global recognition, including that from the North Atlantic Treaty Organisation. “It was especially challenging in the beginning,” says Seah Chong Chiang, head engineering (structural dynamics) at DSTA. “It was about building up our capability. There was a lack of local expertise in this field of

work, so we had a lot to learn from overseas experts. Along the way, we even trained our own geologists. “But what we achieved is similar to how Singapore began as a nation in 1965. Faced with an unknown future and with no resources, our leaders had to think outside the box to make this little island of ours work. And that was exactly what we, as engineers, did in coming up with an answer for where to store our ammunition.” After nearly a decade of tireless planning and execution, the UAF started operations in 2008. It paved the way for more underground facilities such as the Jurong Rock Caverns, and the engineers were jubilant over their groundbreaking work. “The only thing that’s lacking is that the public can never go underground to see this. But we are grateful the media has given this project extensive coverage,” says Chong Chiang, who was the UAF’s civil engineer.

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AIR+ SMART MASK

A GENIUS behind the MASK W

hen situations reach the point of desperation, innovators have been known to step up and provide solutions. This happened in 2013 when the haze from forest fires in Indonesia reached its most dangerous levels in several South-east Asian countries since records were first kept in 1972. The masks on the market then came as a standard single size that did not quite fit and protect all users. Prolonged use of these masks also accumulated heat, humid air and carbon dioxide, which led to users experiencing headaches and breathing difficulties. In particular, the most vulnerable groups were children and those prone to illness, especially the elderly. To solve this problem, Innosparks – an ST Engineering Open Lab but at the time an engineering product development and innovation unit of the Group – swung into

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Path to product innovation

action to develop a breakthrough solution. It gave birth to the revolutionary AIR+ Smart Mask on 15 March 2015. Available in three sizes, the AIR+ Smart Mask had the world’s first detachable micro ventilator, which cools the air inside the mask and removes carbon dioxide. It was the first N95-class mask in the world that was fit-tested for children to protect them from airborne hazards. “It was a breakthrough solution as there had been no significant improvements to the standard mask design in the previous 20 to 30 years,” says Gareth Tang, Innosparks’ general manager who was program manager at the time of the project. “Furthermore, we invented the micro fan, something that totally changed the comfort and breathability of a standard mask. Through rigorous testing, we also ensured that the mask was safe and comfortable for children to use.”

In creating the innovative mask, Innosparks made several iterations at every stage from concept to final product. Gareth and his engineering colleagues explored every possibility for the mask, till they reached the writer’s equivalent of a creative block. “At times, we thought we had hit a dead end and that this new mask we were working on would not materialise,” recalls Jerome Lee, head of engineering at Innosparks and product manager of AIR+ Smart Mask. “But one thing

above: Different sizes of the Air+Smart Mask were developed to fit 98% of Singapore population below: Members of the project team, L-R: Eileen Sim Ying Li, Ong Wern Er, Stephanie Oke Ai Fern, Mikail Lo, Gareth Tang Ee Ho, Jerome Lee Wei Liang, Mun Meng Wai and Goh Kai Tien

inherent in all engineers is we never give up. We push on.” The mechanical engineer says a major challenge was to try and ventilate hot air within the mask without letting in dust particles, viruses and bacteria. That was when the idea of attaching a micro-fan to the mask surfaced. But this presented another problem: How could the team prevent the backflow of air into the mask? “The valve you see at the side of the mask may seem like the logical thing to do. But back

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One-way exhalation valve with a membrane was adopted to prevent polluted air from seeping back into the mask

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“Innovative engineering demands engineers to be analytical and multi-disciplinary in practising their profession.”

below: Prototypes developed by the team before the Air+ Smart Mask was conceived

then we wondered if we should cut a hole instead. We also wondered whether polluted air would seep in if the fan stopped working. After many iterations and discussions, we finally decided on using a one-way exhalation valve with a membrane,” recounts Jerome. As a multi-disciplinary team was involved in the development of the mask, including engineers, industrial designers, scientists and clinicians, this produced a creative tension within the team that Gareth insists was good. “I’ve gained a lot of experience in different fields, from working with diverse groups of people,” he says. “It broadened my mind and made me consider other perspectives that I had never considered before as an engineer.” The team relied heavily on data analysis to decide how best to shape the mask. Aside from market surveys and consumer feedback, 3D face scans were also taken on more than 850 children and adults. Based on the 3D database, key facial dimensions such as cheek-to-cheek and nose-to-chin distances were used. The team developed clustering algorithms to group the results to develop three mask sizes that would fit most people. Different sizes of the mask were then tested on children and adults to see if Innosparks’ engineers were on the right track.

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Beating the haze The AIR+ Smart Mask made its debut in time for another severe haze from the forest fires that hit the region, including Singapore, in September 2015. The Innosparks-designed mask was in high demand in Singapore, even as supplies were urgently despatched to children in Indonesia. To help the less fortunate, ST Engineering also donated the masks to needy children and the elderly. President Tony Tan Keng Yam and Prime Minister Lee Hsien Loong were invited to launch the respective events.

Innovative engineering “Data analytics helped us create three different sizes of the mask that were good fits for 98 per cent of the Singapore population,” explains Gareth. “Creating one of the world’s most breathable masks demanded rigorous testing of the mask material and mechanical valve design. “Innovative engineering demands engineers to be analytical and multi-disciplinary in practising their profession. I’m trained in electrical engineering, but I learnt mechanical

engineering and Internet of Things on the job. It was easy for me because, as an engineer, I was able to understand the concepts of these subjects very quickly. It would have been very difficult had I not been one.” The AIR+ Smart Mask is one of the madein-Singapore engineering inventions and innovations that have gained international fame. Gareth believes there is great scope for the Little Red Dot’s engineers to punch above their weight and accomplish far more. Just as the US leads the world in technology and innovation, he sees engineers as key in transforming Singapore into Asia’s powerhouse in these areas. “Engineers play a very important role in a knowledge-based economy in which we create products that have a global impact. And today’s engineers also need to be open to collaborating and exchanging ideas within the ecosystem. That’s how you build your Nestle or Apple.”

above: Extensive data analytics and testing were done by the team to create one of the world’s most breathable masks

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GREENING OURÂ ISLAND

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CLEANING UP THE SINGAPORE RIVER

REMAKING a NATION’S LIFELINE E

very day, cruises ply the Singapore River, its banks dotted with bars and restaurants. As they head to Marina Bay, the cruise operators tell tourists the story of how a nation grew from this waterway, from a small trading port after Stamford Raffles landed at the mouth of the river in 1819 to a mighty global commercial powerhouse.

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The tourists wonder even more in amazement because they are actually travelling on one of the five tributaries that lead to Marina Reservoir, which is now a water supply source for Singapore. The construction of the Marina Barrage in 2008 led to the creation of a freshwater reservoir in the heart of the city. With the barrage acting as a tidal barrier, water

is kept at a constant level in the Singapore River and Marina Reservoir, making them ideal venues for recreational water activities and sport events. But the river was not always a scenic landmark, much less a source for potable water. In the 1970s, it was notoriously polluted with sewage, its stench had many people holding their breath when they passed by. In the years following 1819, much of Singapore’s maritime business was conducted at Boat Quay along the river, with bumboats congesting it. Trade activity gradually extended upstream and by the late 1890s, the banks were packed with godowns, sawmills, boat yards, street hawkers, vegetable sellers and squatters. For more than 150 years, the waste they generated flowed into the river, grossly contaminating the waters. In 1977, Singapore’s founding Prime Minister Lee Kuan Yew issued a directive to various government departments, giving them a decade to clean up the Singapore River. “It should be a way of life to keep the water clean, to keep every stream, every culvert, every rivulet, free from unnecessary pollution,” he told them. “In 10 years, let us have fishing in the Singapore and Kallang rivers. It can be done.”

Epic clean-up Lee Ek Tieng, a civil engineer who was then Permanent Secretary for the Environment and head of the Anti-Pollution Unit for the Prime Minister’s Office, recounted the state that the Singapore River was in. “It was then a cesspool. You couldn’t find any fish in it.” It was a task of epic proportions to rid the river of more than 150 years of putrefying filth. Getting the job done entailed a suite of engineering solutions and other government agencies had to be roped in. Agencies such as the Ministry of the Environment, Housing & Development Board, Jurong Town Corporation and Urban Redevelopment Authority got on board. “We couldn’t simply clean up the river like how we would a kitchen,” explains Ek Tieng. “We needed to identify the sources of pollution and deal with them accordingly. The relocation of people and businesses away from the river banks and the development of modern infrastructure had to be done in tandem.” Over a span of 10 years, the HDB moved tens of thousands of squatters to newly built flats equipped with proper sanitation. Street hawkers and vegetable vendors were also relocated further inland to hawker centres

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above, from left: In the 1970s, the Singapore River was crammed with bumboats The cleaning up of the waterway was well under way in the 1980s The rehabilitated river today is a lifestyle destination and part of the Marina Reservoir that entertains Singaporeans and tourists alike

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“This project hinged on economic development and an active programme to tackle all sources of pollution. It encompassed many engineering programmes, without which the cleanup would not have been possible.” above: Members of the project team, L–R: Lee Ek Tieng and Tan Gee Paw

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and wholesale markets. Backyard and cottage industries were also moved to industrial estates that HDB and Jurong Town Corporation built. In tackling congestion in the river, a new bumboat site with modern facilities at Pasir Panjang was built and the traffic redirected. Tan Gee Paw, former PUB chairman who was then the Ministry of the Environment’s director

Greening our Island

of Environmental Engineering Division, says former Minister and PSA chairman Lim Kim San should be credited for this. “He was in charge of the bumboats,” says Gee Paw. “He said since it was a matter of time before the bumboats had to go, they might as well go then. He then built a breakwater at Pasir Panjang and gave them the option to dock there instead.”

Incinerating the problem The sources of pollution were not limited to people and industries along the main stretch of the river. Hundreds of pig and duck farms in the catchment areas were also responsible. These farms were all relocated in March 1982. But moving people and industries away from the riverbanks was merely one part of the solution – there was still the need to manage all the waste that was being generated. Ek Tieng and Gee Paw both agreed that this

was the biggest challenge authorities and engineers faced during the clean-up project. To deal with liquid waste, an extensive sewerage network was constructed and factories such as those in the dye and electroplating industries were moved to Jurong. As Singapore does not have the luxury of space for landfills, plants were built to incinerate solid waste. The first incineration plant was opened in Ulu Pandan on 30 July 1979 and three more followed. “But therein lies another problem – incineration causes pollution, too,” Gee Paw points out. “The dioxins created by burning refuse were a major issue. These chemical compounds can escape through chimneys and affect crops and people’s health. “We discovered that to sustain combustion and significantly reduce the emission of dioxins, we had to generate enough heat, around 1,000 deg C. But we also realised that operating the plant at temperatures just slightly higher than this could corrode the infrastructure. The operating range was very narrow. Engineers eventually found a way to build plants that operate at the optimal temperature.” The final phase of the project involved the physical clean-up of the river. Workers removed a staggering 2,000 tonnes of refuse from the river between 1982 and 1984. An extensive dredging of the riverbed to remove toxic sediments and debris followed and engineers made some interesting discoveries in the process. “We found sunken barges and boats at the bottom of the Kallang Basin!” Ek Tieng recalls.

By 1984, three years before the deadline, several stretches of the Singapore River were deemed clean enough to swim in. The massive clean-up project, which successfully met the founding prime minister’s deadline, cost almost $300 million. Aquatic life returned to the waters several years later, and Albert Winsemius, an adviser to the Singapore government from the 1960s to 1980s, even caught a fish there. Several countries, impressed with the clean-up, sent their officials to study how Singapore managed such a feat. “This project hinged on economic development and an active programme to tackle all sources of pollution,” says Gee Paw. “It encompassed many engineering programmes, without which the clean-up would not have been possible.” Ek Tieng cited political will as a crucial aspect to the success of the Singapore River clean-up. “At the crux of this project’s success was the founding prime minister and his government. We had the political will to go through with it. That was the most important factor.”

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below : The Singapore River before the clean-up was a dumping ground for street hawkers, factories, and pig and poultry farms

River reborn One of the problems faced during this phase of the project was the fragile state of the river walls. Gee Paw says workers had to reinforce the walls with metal sheets before dredging could start. Without them the bank along with shophouses on it would crash into the water. Sheet-piling the walls took about 18 months.

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NEWATER

THE SEARCH for WATER

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t is not uncommon when a country’s leader drinks water after a rigorous game of tennis. But it was for Prime Minister Goh Chok Tong on 1 August 2002. It made headlines because it was an extraordinary event – he was drinking water that once flowed in sewers. Headlines zeroed in on this fact, many with a humorous twist. For Singapore, it was not a laughing matter. The quest for water-sustainability has always been on the city-state’s radar and that day at the Istana, the Prime Minister announced to the country that its engineers had made a breakthrough in this mission with NEWater. When Singapore separated from Malaysia in 1965, water supply from Johor was guaranteed in two agreements between both countries. The first expired in 2011 and the second will run until 2061. Notwithstanding this, founding Prime Minister Lee Kuan Yew was determined to increase and diversify Singapore’s water sources and embarked on a journey to drive the country on this path. From cleaning up polluted waterways and developing new reservoirs, to treating and reclaiming used water and the desalination of seawater, PUB engineers were challenged. In particular, the know-how to treat used water

above: With NEWater, engineers made a breakthrough in Singapore’s quest for water sustainability opposite page : Members of the project team, L–R: Harry Seah, Peck Cher Hin, Tan Thai Pin and Chris Chow Siew Hung

to standards good enough to drink was in the 1970s costly and unreliable but a feasibility study 20 years later showed that membrane technology had vastly improved and could be produced at lower costs. It put PUB on the road to acquire it.

Quest for technology The national water agency began a two-year project in 2000 with a core group of engineers who would plan, design, maintain and operate a demonstration membrane plant at Bedok to test and perfect water reclamation and purification processes. The programme involved studies with leading laboratories, both local and overseas, to carry out comprehensive tests, including the health effects on fish and mice. A panel of renowned local and foreign experts was also recruited to provide advice on these studies. “When we started, we were hoping to learn from experts on how to go about treating and purifying used water,” recounts Harry Seah, PUB’s chief engineering and technology officer who was a manager during the project. “But after the first few months, we realised we were actually on our own. Membrane technology was new and everyone was still learning. So, in a way, we got to write our own story.”

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from far left: Reverse osmosis membranes used in the production of NEWater NEWater pipes are built to meet the demand for water bottom left: NEWater meets the World Health Organization’s standards for potable water and is safe for human consumption

“Everyone was scrutinising minute changes in water quality. It was a project where we could not afford a mistake or doubt – that’s the bottom line.”

The biggest obstacle for the plant was biofouling – biofilms growing on the membrane. Earlier conventional methods involved dousing the membranes in chlorine intermittently to avoid damaging them. But this could not control the biofouling. Continuous dosing was needed, but there was hesitation and concern on the long-term effect on membranes, as there was no ready data, explains Harry. “Chloramines is loosely termed as chlorine,” he adds. “But as engineers, we have to be clear on what we are asking. When we asked experts what their exact concern was, they told us it was chlorine. And chloramine is a less oxidising agent than chlorine.”

The breakthrough Harry set out to determine how much chloramine should be used. Using online instruments to track membrane performance in the demonstration plant, the team found that a constant chloramine dosage of 2 parts per million could effectively control biofouling on membranes. Stable and robust operation of the plant was achieved. This process developed by Harry to control membrane biofouling paved the way for the successful reclamation of used water into potable water, which is now a standard adopted by utility plants all over the world, including the US and Australia.

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With the breakthrough, construction of the Bedok NEWater plant was completed in January 2003, along with another one in Kranji. NEWater is used mainly for industrial use, and to top up reservoirs during dry months. Today, Singapore has five NEWater plants. But despite meeting World Health Organization’s standards, and after tests proved that NEWater is ultra-clean and safe for human consumption, there was scepticism. Engineers also faced an uphill battle convincing industries that the NEWater is more cost-effective as its purity reduces the need for maintenance and chemicals. And the key was in the endorsement of wafer fabrication operators, as they risk losing millions of dollars if a product cycle went awry. “Everyone was scrutinising minute changes in water quality,” explains Tan Thai Pin, PUB’s manager at the time and now senior director. “It was a project where we could not afford a mistake or doubt – that’s the bottom line.” The responsibility in making sure water quality remained unchanged fell on the shoulders of Chris Chow Siew Hung. An engineer at PUB’s water reclamation department at that time, his job was to lay NEWater pipes feeding the wafer fabrication plants. “The NEWater team did a fantastic job, and it was then up to my team to make sure the NEWater running on its 12km journey to the wafer fabrication plants remained clean,” says Chris, who has since risen through the ranks to his current post as chief engineer. “The process involved repeatedly laying, cleaning, and capping the entire length of the pipes. Sensors were also positioned along the network to monitor quality when commissioning the pipes.” It worked and the team quickly gained acceptance from industries ranging from wafer fabrication to semiconductor and chemical.

critical to the team’s success. “I started off as an electrical engineer, initially working only in areas related to my expertise. What was going on in the membrane was a complete unknown to me. But I evolved and today, as an operations engineer, I conduct water analyses to monitor that our supplies are reliable and of good quality.” The NEWater engineering team’s mission is a work in progress, as the aim is for NEWater to meet up to 55 per cent of Singapore’s water needs by 2060, which is expected to more than double from today’s supply.

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below: Reverse osmosis membrane and ultraviolet disinfection system are employed in the water purifying process

Maintaining quality Peck Cher Hin, an electrical engineer who was a technical officer at the NEWater demonstration plant in 2000, says maintaining a constant high standard was

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build the National Library as an engineering feat that was ahead of its time. “It is a symbol of what has now become business as usual.” Flexibility, he adds, was the key that ensured the building reduces its environmental footprint and is sustainable. “A lot of features were designed around this idea. The structure has deeper floor plates and deeper floor-tofloor spaces that were deliberately organised so that they can be adapted in 50 years.” The two-block building supports 16 floors and three basements, which house a Drama Centre and two libraries: the Central Public Library and Lee Kong Chian Reference Library. There are also triple-volume spaces so that floors can be added in future. The Basement 2 carpark, for one, was designed this way so that new floors can be built and used for other purposes when needed.

NATIONAL LIBRARY BUILDING

READING into the FUTURE above: The topmost floor of the National Library of Singapore is dominated by a single space with bulging glass walls and a 360-degree view opposite page: Scott Munro

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kyscrapers are continually raised, then torn down, with new ones taking their places, as technologies evolve and demand for more efficient spaces increases. Limited resources are used up in the process and the environment is often a casualty. The race to engineer buildings that are flexible and can adapt to constant change has been a long one, and the National Library at Victoria Street is the game-changer. The seeds were sowed in March 2000, when the government announced the relocation of the library to its present location in Victoria Street. In the years since moving to the foothills of Fort Canning from the Raffles Museum (now National Museum), the old building at Stamford Road had become an endearing icon to Singaporeans.

Thinking forward “Every idea that went into building the library was backed by this concept of flexibility,” Scott elaborates. “Repeatable elements were used for all the above-ground floors, through to the very top level, to minimise the use of material and maximise productivity. A very ambitious

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wireless communications and IT system was also integrated into the building’s control system, again targeting flexibility. “For instance, about 6,500 Category 6 information communications technology outlets were installed in various locations for current and future wireless LAN connectivity. We’ve also applied a ‘grid and grommet’ solution on all library floors, so that the floor layouts can be changed, ICT cabling redone, and intrusive and easily damaged floor boxes eliminated. This was very forward-looking.” Halfway into the construction phase, a decision was made to include the Drama Centre, but Scott says this actually benefitted the overall project. “It accelerates air in the underbelly of the building. The Drama Centre we eventually built was more technically complete than other theatre facilities in the country at the time.” A reduced carbon footprint was another hallmark of the National Library design. Russell Cole, Arup’s associate director for façade engineering, says the cuttingedge concepts minimised the building’s environmental mark and pushed the boundaries of engineering.

When it had to move again, a promise was made that the new premises would be equally endearing, able to adapt to changes, and environmentally sustainable in today’s energy-conscious world. It was an engineering mountain to climb.

The green template After considering several proposals, the National Library Board chose a challenging design – the first of its kind in Singapore that would serve as a template for future “green” buildings. An engineering team from Arup was picked to develop it from paper to form. Scott Munro, Arup’s associate principal from building services, says the project was a turning point in the evolution of buildings. He describes the concepts and solutions to

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“The project continues to show how passive design methods can be employed to reduce our reliance on energy-driven systems. In the process, we created some wonderful spaces, which we hope will continue to inspire.” left, from top: Sunshades in position in the laneway Maximising natural lighting entering the reading spaces Interior sunshades in triple-height space Exterior sunshades in place

below: Cross-section of sunshades

To reduce energy consumption considerably, engineers optimised daylight entering the building, while keeping glare and heat at bay, with wide aluminium shades attached to the glazed portions of the building’s façade. But the size and weight of the shades had to be factored in. “Rather than develop a heavyweight solution that would pierce the façade with beams to carry the shades, we used the curtain wall frame to support it and managed the building’s weather resistance more robustly,” explains Russell.

Riding on cool air Natural ventilation, particularly in the public open spaces around and under the building, was also given a boost with complex fluid dynamics to predict the flow of air. “We developed a flue concept that caused hot air to rise up to the roof level in the large opening between the blocks. This allowed a constant airflow through the plaza space.” Instead of the traditional fire engineering design, engineers thought up a new performance-based approach – curtains that

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drop to the floor beams that act as barriers against fire. Russell explains: “For the first time, the performance-based approach showed that the beams would maintain sufficient strength through a required performance period, and in addition to saving cost, avoid a potentially messy trade-off from the floor construction sequence.” A central chiller plant that operates roundthe-clock, he continues, removed the need for systems to maintain temperature-controlled rooms, such as the room that houses the Rare Materials collection. This approach, which has become standard practice, was unusual at the time. Russell adds that many of the methods used were new to Singapore, and that the advanced techniques applied to predict the ingress of the sun and daylight levels in the building had not been previously used here. For engineers, the real test of the quality and ingenuity of their work on the National Library building is that it has remained relevant over time. “The project continues to show how passive design methods can be employed to reduce our reliance on energy-driven systems. In the process, we created some wonderful spaces, which we hope will continue to inspire.” At the start, the project was thought to be too steep a mountain to climb, but with dogged determination, engineers surmounted the challenges and were awarded with the Building and Construction Authority’s Green Mark Platinum, the highest recognition for green buildings in Singapore. They also received the top Asean Energy Efficiency Award in 2007 under the New and Existing Building category.

right: Construction progress of the National Library building

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right:

ZERO ENERGY BUILDING

GETTING off the GRID

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High-performance solar panels are installed to supply energy for the building below: Members of the project team, L–R: Selvam Valliappan, Alvin Seow, Irene Yong, Alice Goh, Chandra Sekhar and Tay Cher Seng

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n 2007, Building and Construction Authority engineers, the National University of Singapore and partners from the private sector collaborated to design a building that produces all the energy it needed. The first Zero Energy Building, or ZEB, in South-east Asia – a former 4,500 square metre three-storey workshop at the BCA Academy – was then retrofitted with a clever design that taps on natural ventilation, daylight, solar energy and a host of energy-efficient strategies. It now houses offices, classrooms, and a Centre for Lean and Virtual Construction, and also serves as a test bed for innovations in green building technology.

Powering a building Energy-efficiency is the most important aspect of ZEB@BCA Academy. Two fundamental concepts help it to achieve this: maximisation of passive design and integration of innovative active system technologies. It has also incorporated a management system to improve the energy-efficiency of the building and monitor the use of energy. Solar panels that produce an average of about 195,000kWh of electricity a year allow it to be self-reliant. These panels, which in total cover an area bigger than an Olympic-size swimming pool, can power 43 four-room HDB flats for 12 months. They are used to power ZEB’s electrical lights, office equipment and air-conditioning. ZEB has installed over 30 innovative technologies in the building to achieve energyefficiency. Several are on the roof, one of which is the solar chimney that supplies natural ventilation to non-air-conditioned rooms. Its metal duct absorbs solar radiation, inducing cooler air in the atmosphere to replace warm air indoors. To brighten up rooms in the building, light pipes on the roof collect sunrays and distribute the harvested daylight through its highly reflective surfaces, which are then spread evenly among the rooms through diffusers. The interior is further illuminated via light shelves on the façade and reflective ceilings. These are also highly reflective surfaces that bounce daylight deeper indoors, reducing the need for electrical lighting.

Other features on the roof include a garden that provides protection from direct sunlight and reduces the temperature on ZEB’s top floor, and heat-reflective coating that decreases heat absorption and transmission into the building. But the quest to design an energyindependent building and bring ZEB to life was not easy. Several technologies were then in their infancy stage in Singapore. “When we started the project, we invited experts from all over the world to collaborate and share their experience in designing super energy-efficient buildings. The solar chimney and mirror ducts came up in our discussions with them and this was something new to the construction industry here. They are a challenge to build because of their massive structures,” recalls Alice Goh, who was then senior manager at BCA’s Centre for Sustainable Buildings and Construction. “We wanted to learn more on the dimensions and specifications of these technologies to get optimal performance from them because no contractor here had built them previously.” Another unknown was how much energy ZEB should produce on its own as a mix of factors – weather conditions, the number

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of occupants in the building, and how much energy and how often they would use it – came into play. “We did not want to build a system that was too big because it would increase costs and defeat the goal of ZEB to be an example of energy-efficiency in buildings,” explains Alice, who is now

“Engineering expertise in green buildings will continue to be in demand because of BCA’s aggressive push to meet the national target.”

above: Plants planted vertically on the walls of this building can shade the walls from the sun and lower indoor temperature right: Light shelves positioned outside the windows reflect sunlight deep into the interior of the building

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principal manager of BCA’s Green Building Research Department. “It was a learning period for us.”

Setting the standard Employing an energy modelling software, engineers were able to compare different design options and forecast electricity demand before the building was built. They also worked with researchers, design consultants, contractors and the building’s tenants to identify a list of technologies that should be installed in ZEB. Among them were sensors that regulate air-conditioning and electrical lighting. But installing the different green technologies in the building was challenging. “It was not just putting the technologies in the right places,” says Alice. “We had to factor in space constraints and make sure the technologies were well-integrated so that they would operate seamlessly.” Before feeding ZEB with all the right technologies it needed, the engineering team had to resolve the issue of direct sunlight that increases the temperature in the building. The original building came with concrete walls and a metal roof, and they were replaced with insulated curtain walls, complete with sunshades and plants designed by the team of engineers, architects and researchers. The roof was also given a layer of photovoltaic modules that have the additional benefit of converting sunlight into electricity for ZEB. The successful integration of these technologies, many of which were adopted for the first time in South-east Asia, put Singapore at the forefront of green energy technology. It has also led to the invention of the Single Coil Twin Fan system. This innovative airconditioning and air-distribution system improves thermal comfort and indoor air quality in tropical buildings, and saves energy. From the early days of learning, Singapore engineers were quick to innovate and make the leap to the front in green building technology. As a tribute to their technical prowess, ZEB has received wide international coverage and has been featured as one of the greenest buildings by international technical authorities

such as the American Society of Heating, Refrigerating and Air-Conditioning Engineers.

Pushing the way forward Since it opened in 2009, ZEB has attracted over 34,000 visitors. Among the many foreign visitors were Chinese officials who went on to construct a similar building in Tianjin with light pipes, photovoltaic and light shelves. Similar buildings are also being constructed in Singapore. NUS, whose researchers predicted ZEB’s performance through energy modelling and simulation, are developing its very own – the Net-Zero Energy Building. As a living lab, some of ZEB’s tried-andtested technologies have been employed in other buildings. The Passive Displacement Ventilation system, for one, is installed in Nanyang Technological University buildings including The Hive and sports hall The Wave. Standard Chartered offices have adopted ZEB’s smart LED lighting solution. Unlike the control wiring of conventional lighting with three cabling systems, this technology uses

above, clockwise from top left: Solar panels bigger than an Olympicsize swimming pool when laid out side by side, generate enough electricity in a year to power 43 fourroom HDB flats The rooftop garden reduces the temperature on the top floor of the building Sunlight collected on the roof is spread evenly throughout the room by diffusers

low-voltage computer network cables to power and control LED lighting fixtures and saves 40 per cent in energy. With BCA’s long-term aspiration of achieving “positive-energy low-rise buildings, zero-energy mid-rise buildings and super low-energy highrise buildings in the tropics”, it is continuing to push ZEB’s engineering boundaries for mediumrise buildings that are six to seven storeys high. In 2017, ZEB embarked on an ambitious refurbishment plan to achieve greater energy surplus and become a positive-energy building. “Engineering expertise in green buildings will continue to be in demand because of BCA’s aggressive push to meet the national target,” says Alice. “Our built environment is undergoing rapid transformation and with the extended target of medium-rise ZEBs, our engineers will continue to find ways for new green technologies to accelerate the process. It is an exciting time to be an engineer because we will play a leading role in shaping a future-ready built environment for Singapore.”

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ingapore is a city that never stops building – at a breakneck pace – 365 days a year, constructing new homes, and office and industrial buildings. But access to raw materials to make concrete, particularly aggregates, is increasingly difficult as traditional sources of supply have, for various reasons, restricted or banned exports to Singapore. Aggregates, such as sand and crushed stones, are added to cement to make concrete. In its quest to address the dwindling supply line, Samwoh Corporation Pte Ltd activated its engineers to develop alternatives for the construction industry. Its research and development team turned its attention to the two million tonnes of construction and demolition, or C&D, waste that is generated in Singapore each year. The plan was to convert it into recycled concrete aggregate that the industry calls RCA. This is not something new as RCA has been used for road kerbs, drains and other road construction. But its integrity has never been deemed good enough for the construction of buildings and structures.

SAMWOH ECO-GREEN BUILDING

TURNING TRASH into CONSTRUCTION MATERIAL IES Book_20180302_bookblock_FA.indd 136-137

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officer Ho Nyok Yong, who was then group technical director and principal investigator. They were determined to close the gap between Singapore’s lack of natural resource and the demand from the construction industry for raw materials. “The challenge lay in reformulating concrete containing RCA so as to preserve its integrity under sustained loads in complex structures, such as buildings, while making it cost-effective,” says Nyok Yong. “The idea is to preserve the quality of the original material in the waste. Rocks like granite, which is mainly used in Singapore, are strong, as it took few million years for its formation to take place. RCA, comprising mainly granite, is therefore still useful. The question is how do we recycle it? The cement paste, which is a mix of sand and cement, is present on the surface of RCA and has some adverse impacts on the integrity of new concrete mix.”

National urgency

above: Crushing and sieving of construction and demolition waste into the shape and size suitable for concrete production

right, from top: Recycled concrete aggregate is added to cement to make new concrete Recycled concrete aggregate is derived from the processing of construction and demolition waste

Determined Samwoh engineers teamed up with Building & Construction Authority and Nanyang Technological University, and pushed the envelope to develop RCA into high-grade aggregate. Their success along the way drastically slowed down the pace of C&D waste that was rapidly taking up space at Singapore’s only landfill at Pulau Semakau. To prove the RCA they developed was as good as natural aggregates, the engineering team used 100 per cent of RCA to construct a three-storey Eco-Green Building in 2010 to house its new office and research lab. The research findings have since been reviewed and published by prestigious international journals in engineering and construction, including the American Society of Civil Engineers and the United Kingdom’s Magazine of Concrete Research. The journey there had been a national urgency for the construction industry and the Samwoh R&D team, led by chief operating

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above, from left: Creep testing equipment developed by Samwoh Flexural strength testing

Greening our Island

Nyok Yong explains that it is costly and tedious to remove the cement paste. Others have previously tried using different techniques such as heat treatment, but it’s about five to six times more expensive than natural aggregate, and makes no economic sense.

Breaking new ground “So, we redesigned the processing of C&D waste by removing the amount of foreign materials to less than 5 per cent and employing a crushing system to minimise the amount of cement paste on the RCA,” he points out. “We find that the old cement paste in our RCA concrete does not compromise on the integrity of the mix and is strong enough to sustain the load.” His team also conducted extensive R&D to evaluate the performance of RCA concrete, and designed it to be comparable to normal concrete containing natural aggregates. stage 1

stage 2

Samwoh used this to build the Eco-Green Building to convince the industry that this will help Singapore reduce its reliance on external sources for materials. Because of its success, BCA now allows up to 20 per cent of RCA in the construction of new buildings in Singapore. “We put Singapore on the world map,” says Nyok Yong. “This is something we are proud of, because this is the first building in the region, and very likely even in the world, to be fully made up of RCA.” Samwoh also uses the Eco-Green Building as a live research prototype. Fibre optic sensors are embedded in columns of the building to provide real time data to study its behaviour under the influence of RCA concrete. Since the building was completed in 2010, more than 8,000 visitors from all over the world have visited it. The team’s efforts towards sustainability development have also

won numerous awards and gained recognition not only in Singapore, but also within Asean. “Innovation is one way Singapore can stay ahead of the competition against other countries that are bigger or have their own resources,” Nyok Yong emphasises. “And with engineering gaining more prominence, our Little Red Dot can make up for its lack of space for colossal structures with life-changing innovations. Other countries may have their massive buildings but Singapore, with our pool of engineers, can level the playing field with innovations.”

Inspiring a new generation Nyok Yong believes that such impressive accomplishments should inspire students to pursue an engineering course and strive to

innovate. The veteran engineer with more than 30 years of experience believes parents are now more supportive of their children choosing the field over long-time favourites such as finance, law and medicine. Kelvin Lee, Samwoh’s senior technical manager and the project coordinator for the engineering breakthrough, relishes his work as a civil engineer in solving problems. “There’s never a dull moment. There are no two same customers or projects, as each has its own unique set of requirements and solutions.” Emphasising the point, Nyok Yong adds: “Engineering trains the mind to be more analytical. We know the numbers, we know how to calculate, we compare and we use our engineering judgment.”

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below : Members of the project team, L–R: Kelvin Lee Yang Pin, Ho Nyok Yong and Lim Wee Fong

stage 3

right: Specimen preparation process: Stage 1. Batching Stage 2: Compaction Stage 3: Slump test

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right: During the construction phase 3.3 million cubic metres of earth was excavated

PUNGGOL WATERWAY

THE MAKING of a WATERWAY

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below: Engineers employed environmentfriendly technology for the project

he pong of poultry and pig farms used to hang in the air for 5km from St Francis Xavier Minor Seminary to Punggol Point. But it never bothered weekend revellers because there was a rustic charm about the place, with kampungs and holiday bungalows dotting the stretch of road. They wanted to escape the hustle and bustle of city life and headed for the northern coast for some sun, water skiing, fishing and fresh seafood. That way of life started to fade away in the 1970s when the poultry and pig farms were gradually phased out. In 1996, Prime Minister Goh Chok Tong unveiled the Punggol 21 blueprint to bring affordable waterfront living to Housing & Development Board residents. Construction began in earnest two years later, and as residents started moving in, the blueprint was updated in 2007 with an enhanced Punggol 21 Plus that has a man-made waterway as the centrepiece. The proposed 4.2km waterway would link Sungei Punggol and Sungei Serangoon, which were being converted into reservoirs, says HDB director of infrastructure and reclamation Chua Kok Eng, who was project director at the time. “It was a good idea to have an open connection and an organic waterway between the two reservoirs.”

Cutting through a hill But it was an ambitious project that presented tough challenges for HDB engineers. The terrain was uneven and the underlying soil quality was also poor. They were also going to be working near existing MRT and LRT tracks. “We confronted and planned for most of the challenges during the design and planning stage,” says Khong Yew Cheong, HDB’s principal engineer and project team member. “We did comprehensive feasibility studies such as geotechnical, water quality and infrastructure. A lot of preparation work was done before we started building the waterway.” With sustainability and the environment as key concerns, HDB engineers opted for innovative techniques to improve soil conditions and maximise resources such as reusing excavated soil. “The terrain was unique because we were building a waterway across a hill,” says Kok Eng. To construct it, about 3.3 million cubic metres of earth – enough to fill 200 Olympicsize swimming pools – was excavated. “Instead of getting rid of this massive volume of earth, we used it to fill the low-lying areas around the waterway to prepare them for future development,” says Wilfred Neo, HDB’s deputy director of infrastructure and reclamation.

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“This cut-and-fill approach resulted in cost savings of approximately $40 million.” Underlying soil in the mudflats, which was made up of peaty clay, also had to be treated. Using environment-friendly technology, engineers adopted innovative green solutions, such as deep soil mixing and grouted stone columns, to strengthen the ground.

Tracking soil movements below: My Waterway@Punggol has become a lifestyle hub for residents living in the northern suburbs

In view of the close proximity of the proposed waterway to existing MRT and LRT structures, a diaphragm wall was built to protect them. “We didn’t have a lot of room to play with and had to make sure our work did not affect the

“…after the waterway was finally built, even otters came and made it their home.”

Greening our Island

rail tracks,” explains Wilfred, who was the project coordinator. “And to prevent them from moving too much during construction and excavation, we had an automated tunnel monitoring system to make sure that any structural movement was kept within acceptable levels.” As the waterway was connecting Punggol and Serangoon reservoirs to form an enlarged water body, the water had to be of good quality to sustain aquatic life and promote biodiversity. To prevent mud and silt from land getting into it during inclement weather, engineers opted for an aesthetic solution. “Instead of a conventional drain, we built eco-drains along the water’s edge,” says Goh Pei Ling, executive engineer and a project team member. “We made these with rocks of different sizes to filter out silt before the runoff hits the waterway.” Engineers also installed 89 floating aerators that circulate the water to increase oxygen levels in it and help sustain aquatic life. When levels fall below the optimum range, the “smart” aerators are activated automatically. “They have been effective because after the waterway was finally built, even otters came and made it their home,” says Wilfred. “We added aquatic plants, such as Canna and Thalia, to remove nitrogen from decaying organisms and improve water quality.” The project took two-and-a-half years to complete, opening to much fanfare in 2011. With restaurants, food courts, shopping and entertainment outlets popping up along the waterway, My Waterway@Punggol has become a lifestyle hub for residents living in the northern suburbs.

Remembering the past But not all of the old has disappeared in this spanking new HDB town that stands out as a blueprint for 21st century public housing.

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Engineers, architects and planners took steps to preserve some of the old Punggol Road. The trees lining the tranquil drive to the coast remain, and seafood restaurants have also returned to their old spots. It is a piece of history that Singaporeans can relive when they want to escape the hubbub of city life. Reminiscences of poles and stilts of fishing villages have also been incorporated in the rustic Kelong Bridge across the waterway, linking it as part of a heritage trail towards Punggol Point. The trail was designed to align it with the old road. My Waterway@Punggol has won several local and international accolades, including top awards from the American Academy of Environmental Engineers, the International Water Association and the United Nations Environmental Program.

But awards are furthest from the minds of the HDB waterway engineering team. For them, despite toiling under the sun instead of working in a far more comfortable job in air-conditioned downtown offices, engineering is a calling. Executive engineer Pei Ling is passionate about the environment and for Wilfred, it is about spreading the engineering gospel to family and friends. But Kok Eng says not enough stories are told about what engineers have achieved for people. “That’s why we don’t have enough students taking up the profession,” says the HDB veteran of 35 years who has numerous projects for the community under his belt. “And we need to expose children to engineering during their formative years so that when the time comes, they will be more motivated to take it up.”

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above: Members of the project team, L–R: Yak Sin Wen, Wilfred Neo, Chua Kok Eng, Khong Yew Cheong and Goh Pei Ling

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left: Before and after – transforming from its previous guise as a concrete canal into a picturesque river teeming with life

ABC WATERS AT KALLANG RIVER@BISHAN-ANG MO KIO PARK

AGAINST the ODDS, a RIVER IS REBORN I

t meanders for 3km through the heartland in central Singapore, wild flowers growing on its lush grassy banks, painting a picture of tranquillity. The waterway is also home to a celebrated family: wild otters. The river and its banks as well as its flora and fauna are what nature would produce – except they are not. They’re all an engineering creation, man-conceived and -made. The Kallang River@Bishan-Ang Mo Kio Park was transformed from its previous guise as a concrete canal under national water agency PUB’s Active, Beautiful, Clean

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above: Materials for the bioengineered slope were recycled, plants were grown from leftovers of trees that NParks trimmed, and stones that form the riverbed were once concrete of the old canal

Waters Programme, and is a testament to what engineers can do. The determined engineers ignored scepticism surrounding the project, triggered by unpredictable weather conditions in Singapore, and applied intricate techniques and innovative ideas, and pressed on. ABC Waters was born out of PUB’s paradigm shift in securing its water sources, explains its chief sustainability officer Tan Nguan Sen. “In the past, we said people couldn’t go near our reservoirs because it’s our pristine water source,” says Nguan Sen, who was then director of the water agency’s Catchment and Waterways Department. “Today, instead of keeping people away, we ask how we can allow the public to go near reservoirs safely,

enjoy them and make use of the water space for recreation.” Recognising the potential reservoirs and waterways have in enhancing the liveability of Singaporeans, the canal running along the Bishan-Ang Mo Kio Park was transformed into a naturalised river. It meanders into the park and is accessible to the public during dry weather.

No walk in the park Work on designing the river began in March 2008 and construction kicked off 19 months later. Nguan Sen says engineers were well aware of Singapore’s unpredictable climate and its heavy storms, which could cause water levels in the river to rise fast and endanger lives. “It was a challenge designing the river

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bottom: Members of the project team, L–R: Yau Wing Ken, He Qihui, Sam Ow Peng Peng, Tan Nguan Sen and Nikki Ye

to make it safe and yet functional. That’s what makes this project stand out.” To solve this, measures such as safety nodes and water level sensors at strategic locations along the river were implemented. When there is a warning of impending heavy rain or when water levels start to rise, the nodes sound an alarm and broadcast a pre-recorded warning in English, Malay, Mandarin and Tamil for people to vacate the river. A blinking red light also starts to flash.

“The biodiversity of the river is something satisfying...That makes us happy because it shows that we have done something right.”

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The safety features were not without their hiccups, says Yau Wing Ken, senior engineer at PUB’s Catchment and Waterways Department. Some residents living in blocks adjacent to the river complained the sirens were too loud and the flashing red lights intrusive. So the safety features were tweaked to meet everyone’s expectations without compromising on their effectiveness in ensuring the safety of park users. “Now, the public can get close to the water and there are some who go there to watch birds,” says Wing Ken, who was one of the project’s planning officers. “The biodiversity of the river is something satisfying – we didn’t anticipate it would create an environment that attracts birds, fishes, butterflies and even otters. That makes us happy because it shows that we have done something right.”

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Creative solutions The embankment that allows residents to get near the water’s edge was an engineering accomplishment in itself. Nguan Sen says the team used various soil bioengineering techniques – incorporating a combination of civil engineering and natural materials such as rocks and plants – to give the riverbanks a natural appearance while ensuring their structural integrity. As with every first, engineers anticipated several unknowns and constructed a test bed onsite to put 10 techniques and a selection of locally available plants through rigorous tests. Seven that passed the trials were eventually selected. “The technology was customised locally because the available know-how from overseas was not tailored to Singapore’s environmental conditions,” says He Qihui, who was then with the Singapore office of a US consultancy firm contracted for the project. “Foreign consultants did not do any work with tropical plants, so we turned to Singapore’s landscape and horticultural specialists to identify the plants we needed.” Engineers also wanted their project to be sustainable. So materials for the bioengineered slope were recycled, plants were grown from leftovers of trees that NParks trimmed, and stones that form the riverbed were once concrete from the old canal. Tree stumps were also converted to seats for the park. “People don’t usually do this,” says Nguan Sen. “It’s perhaps easier to buy off the shelf but we wanted to use materials we could get onsite. We even constructed a hill out of concrete stones from the canal and called it the ‘recycle hill’.” As an engineer, Qihui had to bring out the best from a multi-disciplinary team – from the landscape architect who focused on creating an appealing design to the hydraulics engineer who wanted the river to be efficient in preventing floods.

“They had strong views on what they wanted, but that was good because their best ideas combined to form an aesthetically pleasant yet functional river that does not flood,” she points out.

An unlikely idea triumphs

above: Various soil bioengineering techniques were employed to give the riverbanks a natural appearance while ensuring the structural integrity of the banks

Four years after their journey began, the park opened to the exhilaration of the engineers who relentlessly toiled to turn a dream into reality. It is the first such engineering accomplishment in Singapore and a benchmark to naturalise other canals into edifying places of recreation. “There’s really a sense of satisfaction when you see that you’ve built something that the public enjoys,” says Nguan Sen. For Wing Ken, the hard work in overcoming each hurdle has been vindicated. “Not every profession allows you to see your work in such an eye-catching way. When you are able to see the outcome of the product you worked on, it’s rewarding.” Qihui, who is now PUB’s senior engineer in the Catchment and Waterways Department, says their work answers sceptics who questioned their efforts because the project relied on a lot on assumptions and testing instead of established formulas. “We proved that it can be done,” she adds. “And when you get messages from people telling you that they were amazed by the project, it really makes your day.”

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could be developed in 350ha of sea-space between them. The decision to create the Semakau Landfill, as it is formally called, was a bold move, as it would require innovative engineering solutions. Constructed in two stages, the landfill would meet Singapore’s waste management needs till 2035. In its initial phase, engineers enclosed the designated sea-space with a 7km perimeter sand bund and lined it with a layer of impermeable membrane. It was completed in April 1999 and contained 11 landfill cells and a large lagoon, which was earmarked for the next phase of construction. To transfer waste from the mainland to the new landfill, the Tuas Marine Transfer Station, a waste transfer building at Semakau, and a fleet of specially designed tugs and barges were also constructed. Phase 2 of the project began in 2010 and was completed five years later. Instead of multiple cells with bunds between them, as in the initial stage, engineers designed it as a large single landfill cell that provided more capacity.

Overcoming hurdles

SEMAKAU LANDFILL

SEMAKAU LANDFILL, the UNTHINKABLE above: The Semakau Landfill is a unique success story that showcases how waste and nature can co-exist

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n 2016 alone, Singapore generated about 7.81 million tonnes of waste, and about 10 per cent of this ended up in landfills as ashes or non-incinerable waste. In the mid-1980s, there were two landfill sites – Lim Chu Kang and Lorong Halus – but both were then projected to reach full capacity by 1992 and 2000, respectively.

With housing and commercial projects already competing for limited space on the island, the authorities had to find an alternative site outside of the mainland. Two outlying islands, Pulau Semakau and Pulau Sakeng, 8km south of Singapore, were identified. Feasibility studies in the early 1990s showed that a landfill

“Building the Semakau Landfill was a monumental engineering undertaking,” recalls Koh Hee Song, who was then the National Environment Agency’s head of Engineering Services Department. “The landfill we were planning to build was going to be the first large offshore landfill at that time and we had no point of reference.” Safety and pollution control were top concerns for the engineering team, he emphasises. “What if a barge sinks? All the waste would end up in the shipping lanes of Singapore’s busy harbour. To protect the barges from damage that could sink them and pollute the sea in the event of accidents, they were fitted with double hulls. “An impermeable membrane, topped with a layer of clay, also lined the 7km perimeter bund at the Semakau Landfill to prevent leachate from leaking into the sea. We had to consider all possible scenarios in the design and construction of the offshore landfill.” Eng Tiang Sing, who was then NEA’s deputy chief engineer, adds, “We have this big wall

(bund) that had to stand on its own in the middle of the sea, and it had to withstand the high load of refuse.”

from top :

More challenges

Barges transfer waste from the mainland to the offshore Semakau Landfill

With waste rapidly filling up the cells that were built in the initial stage, engineers began work on Phase 2 to develop the lagoon. But new challenges surfaced. “We planned to have multiple cells as well, but the cost of sand had spiked by then,” says Ong Chong Peng, former general manager of the landfill and project director of the Phase 2 construction. “We also wanted to maximise the waste capacity of the lagoon and this spurred the engineering team to explore alternative design configurations.” As a result, the remaining 157ha of seaspace was conceived as a single, giant cell that minimised dependency on sand and maximised capacity. But it presented a new challenge for engineers because multiple cells had bunds in between that trucks could travel on to offload waste.

Work on Phase 2 of the Semakau Landfill project began in 2010

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Greening our Island

left, from top: Excess water is treated at the floating wastewater treatment plant before it is discharged into the sea The 200m-long floating platform allows dump trucks to drive on it A dump truck discharging waste from the floating platform into the landfill

below, left and right:

“Phase 2 was a lot more complex and challenging than Phase 1,” says Ong Soo San, director of NEA’s Waste and Resource Management Department, and the first general manager of the Semakau Landfill. “The engineering team considered various options, including floating conveyors and hydraulic pumps, to transfer waste into the large cell.” The idea of constructing a floating platform was eventually adopted after the project team visited a similar landfill in Osaka, Japan, says Chong Peng. “We made ours 200m long and designed it in such a way that dump trucks

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Corals were harvested from the lagoon and conserved before work on Phase 2 began

can drive on it to discharge waste. As rainfall and waste-filling would raise the water level in the enclosed lagoon, we also built a floating treatment plant to treat excess water before it is discharged into the sea.”

A thriving environment The environmental impact of a landfill in the open sea would have been drastic if engineers had not made the effort to prevent such an event from taking place. Before construction began, biodiversity experts were consulted on how best to help the marine ecosystem thrive around the new landfill, as the initial design would have affected the tidal system and rich marine life between the two islands. “We then suggested to the Parks and Recreation Department – the forerunner of NParks – to merge the two islands, as this would minimise the environmental impact of the landfill,” recounts Tiang Sing. “We also assured them that we would replant enough mangroves to replace those on the coasts that would be affected by reclamation work. Eventually, we replanted about 13.6ha of mangroves and 400,000 saplings on the eastern and southern parts of Pulau Semakau.” Before the lagoon in Phase 2 was closed to form a giant landfill cell, engineers discovered that marine life had been thriving in the reefs. To preserve this rich biodiversity, over 700 coral colonies, and two rare and threatened reefs were relocated to the Sisters’ Islands Marine Park. “Phase 2 was extremely satisfying for me, especially the sight of water gushing out through a small gap when a 160m stretch at

the southern perimeter bund of the lagoon was closed,” recalls Wa Yeng Loong, the landfill’s manager. For Chong Peng, teamwork was what made the project fulfilling. “From watching the perimeter bund taking shape in the sea, constructing the floating platform and wastewater treatment plant to replanting mangroves, relocating the corals and closing the last gap, it was everyone working as a team that made Semakau a success.” Hee Song remembers the state of waste management in the 1950s, when the banks of the Kallang River were a messy dumping ground. “The greatest achievement was creating unique engineering structures in the open sea. We needed the collective brains of our engineers to develop solutions for every difficulty that we had to tackle.”

The Semakau Landfill is a unique success story that showcases how waste and marine life can co-exist. The replanted mangroves and the inter-tidal ecosystem west of Pulau Semakau are still thriving today. The discovery of coral colonies within the Phase 2 lagoon next to an operational landfill is further testimony that industrial activities can also be environmentfriendly if people set their minds to achieving this harmony between them.

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below: Members of the project team, L–R: Ong Chin Soon, Wa Yeng Loong, Eng Tiang Sing, Koh Hee Song, Ong Soo San and Ong Chong Peng

“…we replanted about 13.6ha of mangroves and 400,000 saplings on the eastern and southern parts of Pulau Semakau.”

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left: Alain Dupuis

LTA DESIGN OF CONTACTLESS TOP-COVER SMART-CARD READER FOR MRT STATIONS

THE ART of COMMON SENSE IES Book_20180302_bookblock_FA.indd 154-155

ommuters today take for granted the ease of tapping in and out of MRT stations when riding the rail network in Singapore. But back in 1998, the norm was slotting magnetic cards into fare gates before passing through to collect them at the other end. Then, it was state-of-theart technology although it could be a bane during peak hours. Bottlenecks formed at fare gates and were made worse when cards malfunctioned. With ridership on the MRT steadily increasing after the completion of more lines and stations, the Land Transport Authority had to find a new way for commuters to pass through the gates quickly and efficiently. The answer came in the form of a smart card that would allow passengers to open the fare gates with a single tap. While LTA engineers could develop the software for what was eventually the EZ-Link card, this meant that fare gates at all stations had to be retrofitted with a top cover reader housing that could read the card. The team turned to a group of engineers from Model 2 Mold, which won a tender to design one for the EZ-Link card. To achieve this objective, the engineering team led by creative division manager Alain Dupuis had to first establish where to place the interaction points for the smart cards so that riders could comfortably tap in and out of the gates. They had to design it in a way commuters would instinctively know where to tap their cards and see that their transactions were successful.

It was a daunting project and behind every engineering feat are countless hours of research, trial and error, and tests. In creating an efficient card reader housing, Alain’s team had to consider other factors such as aesthetics, the ideal height placement and at the same time ensure that it could work with both the old and new systems.

above: Original gate with RFID reader

Riding a bumpy road The project required the collaboration of the Fare Systems and Architecture teams from LTA to develop the concept. From Fare Systems’ standpoint, it was critical that the smart card reader housing was extremely durable for daily commuters, and its design intuitive and user-friendly. “I designed a few models that were quite distinctive, some with lighting elements. But consultation with the LTA led us to further improve and simplify the design,” explains Alain. “We went back to the drawing board about five to six times before coming up with one that everyone liked.”

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One of the challenges the team faced was embedding the transparent display that houses the light indicators onto the body of the card reader. While the original design had lights appearing in a dotted line, LTA wanted them to appear in a continuous line. Alain recalls: “We went through a creative process and did a lot of tests over a couple of weeks to try and achieve the desired effect. We finally solved it by directing the LED towards the stainless steel cover, which diffused the lights, as well as lightly spray-painting the inside of the lens. Engineering is always a staged process because there’s never a single way of doing it.” Another challenge was how to make it cost-effective. To achieve this, they partnered Diethelm Group Singapore to manufacture and install the finished product, while Alain’s team produced the tools and parts, and finetuned the lighting system. “Important lessons can be very adventurous, to say the least,” Alain points out. “In any project, when we get closer to designing a product that meets all the customer’s specifications, the work always intensifies. As engineers we want to keep on improving a design until the very last minute, when we feel it’s perfect.”

Creative and pragmatic That is why teamwork is crucial. Alain, the chief designer, says he had the support of two other engineers, Brian Ling and P V Subrahmanyan, who helped with the mechanics of the cover’s smart reader. “It’s all about supporting one another and bringing in new ideas when a solution needs improvements. This job is not about the work of a single person,” he says. “Engineering is a marriage between common sense and trial and error. It’s about being pragmatic on the technical side of things to give commuters a reliable and user-friendly design in form and appeal.”

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“As engineers we want to keep on improving a design until the very last minute, when we feel it’s perfect.”

above:

below:

3D rendering of one of the designs

The EZ-Link smart card reader eased the flow of commuters passing through the fare gate at MRT stations

Alain and his team may not have introduced any new engineering techniques in their work for the LTA, but he is proud they conceived a unique product. It took a year from the time the team began work to conceive ideas and modifying them before the final design was accepted and produced in 2000. For 14 years after it was fitted at all MRT stations, it registered more than five billion transactions before it was gradually phased out for a newer design for Cepas, the next generation of smart cards. Deborah Wong, who was LTA project manager then, acknowledges: “Alain and his team worked tirelessly to achieve the very demanding and stringent requirements specified by LTA that were necessary for the fare gate system serving the public transit masses.” This project was a huge achievement for Alain and his team of engineers. They answered the call to ease the flow of thousands of commuters riding the MRT every day across Singapore. It was work commuters may have taken for granted, but indispensable in meeting a need at the time. “It is clear engineering plays an important and critical role in our lives, and it is necessary for the profession to get the credit it deserves,” muses Alain. “Engineering is often seen as unglamorous and lacking in rewards, but this isn’t really true. Most time, no one talks

about the work we do and it is ironic that most engineers are also underappreciated when they bring important benefits to society.”

A looming new day

above, from left: Three top cover smart card readers that were conceived in the initial stage of the design phase

While software engineers are gaining more prominence, Alain laments that the likes of mechanical and structural engineers have been removed from the spotlight. It is a far cry from the 19th century, when these engineers and their work were celebrated for improving the lives of society. But he also hopes to see more students take up engineering. “It’s all about passion. If you’re passionate about designing products that can improve people’s lives and you have creative impulses, you should go into engineering. The profession is often about work that is for the common good of society.” Alain is optimistic about the future of the profession in Singapore. Engineering here, he observes, has evolved over the years. When he first arrived in 1998, one of the biggest issues was the lack of creativity within the community. There were capable people but many erred on the safe side. “But now a new generation is bolder, more daring and willing to try new things,” says the Singapore permanent resident. “The startup landscape in Singapore is also becoming very exciting, it’s really exploding, and that’s a good sign.”

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CEPAS CARD AND A SYMPHONY FOR E-PAYMENT

IN a CLASS of ITS OWN I

n 2006, the Infocomm Development Authority* handed the Land Transport Authority a mission that had not been undertaken anywhere else in the world. Its engineers were asked to design an e-payment card that would be compatible across all private and public transport, and retail platforms. At that time, e-payment transactions were carried out on different platforms. The EZLink card was used on buses and trains, and at selected retail outlets. When commuters wanted to drive on roads that passed through Electronic Road Pricing gantries or pay for parking fees, they had to switch to using the Nets cash card for their in-vehicle units. Groups of people who were eligible to pay for other services at subsidised rates used concession cards.

The goal was to have one card that could be used for all these services. This was going to be the first of its kind in the world, and LTA Fare System engineers were to turn this idea into reality. With other countries also considering such a system, their efforts were closely watched. They simply could not afford to fail. But LTA faced a challenge before the project even started. A new team had to be set up to develop the back-office software from scratch in Java programming language, as most engineers at LTA were more proficient in C++. Senior manager Bock Yin Har recalls: “This was the first time LTA was involved in software engineering for the entire ticketing system, and we faced difficulty in getting the right people to join us. They probably associated us more with civil engineering work, such as

building roads and MRT stations. But LTA offers opportunities in many other areas.”

All in one IDA chose LTA to lead the development of the system, as commuters would be the largest beneficiaries of Cepas, or Contactless e-Purse Application. Senior manager Lim Sau Jiun’s team had to configure a card system that charges travellers a single consolidated fare for using buses and trains to reach their destination. With the previous card system, they had to pay multiple fares and this could amount to a considerable sum. The engineering team also had to ensure that the new smart card did not cause any disruption to the existing public transport networks when it was launched. Upon its

rollout, the new system was required to support 30 million transactions every day. Each had to be completed in the blink of an eye – faster than 500 milliseconds for public transport, and within 140 milliseconds for ERP transactions for vehicles zooming at 90kmh on highways. “It was extremely challenging because before undertaking this project, we had only a small team that worked and developed the old magnetic fare cards,” says Deborah Wong, LTA’s deputy director of system development. “Switching to a contactless electronic card was unchartered territory for us and a huge undertaking. So we decided to work with partners to develop the smart cards, while we focused on creating the software, the Symphony for ePayment, or SeP, system that would power Cepas.”

above : Members of the project team, L–R: Lim Sau Jiun, Ng Joo Leng, Goh Boon Leng, Tay Lay Peng, Deborah Wong, Wan Mahmood, Stephen Lee and Tam Chee Kat

* In August 2016, Infocomm Development Authority and Media Development Authority were merged into a single entity, known as the Info-communications Media Development Authority.

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Success on a demanding journey

on this page: The Cepas card can be used for ERP charges, shopping at retail outlets, dining, government services and more

“To date, Cepas has been able to operate without incident and the price of such reliability is the constant vigilance of our engineers on the system.”

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Symphony without glitches Deborah eventually grew her team from an initial 30 members to about 70. The SeP system they were commissioned to develop had to have five tiers that routed commuters’ transactions, including fare gates and buses, to a card manager that redirected payments to the respective transport operators and retailers. “We were initially concerned that Java would not be as fast as C++ for our system’s performance,” Deborah explains. “But I knew I had to bite the bullet because Java would allow a smoother upgrade of the system in the future. We could simply change the hardware as and when we needed to, instead of being tied down to a specific operating system.” To meet the stringent requirement for transactions to be completed swiftly and smoothly, the team ran frequent trials and scenarios to anticipate problems, such as inaccurate fare deductions and software bugs. Lingering at the back of their minds was a system crash, the kind that would hit London’s contactless card system years later in January 2016. A glitch had rendered the city’s Oyster cards unreadable for several hours, forcing transit operators to offer commuters complimentary bus and train rides. Deborah says her team was acutely aware they could not afford a similar glitch which would cripple Singapore’s transit network. “One software bug can devastate the entire system and affect vendors. To date, Cepas has been able to operate without incident and the price of such reliability is the constant vigilance of our engineers on the system.”

While SeP progressed on schedule and met its milestones, the team suffered a setback two years into the project. The development of the Cepas smart card hit a roadblock when the company contracted to deliver it faced major problems after spending hundreds of thousands of dollars testing the card in laboratories overseas. LTA had to step in to salvage its development and worked with another manufacturer of contactless smart cards to complete the job. Testing the card in a Singapore facility allowed Deborah’s team to reduce development costs significantly and also sped up production. The successful launch of Cepas in 2009, after it met all the required specifications, gave Deborah and her team at LTA immense satisfaction. It was the culmination of their

dedicated work, and this success gave local engineers the confidence to take on even more complex work. Recalling their exhilaration at its launch, Deborah says: “I felt extremely happy and satisfied when I used the MRT’s Cepas-enabled fare gate for the first time. It was the fruit of a challenging journey. As software engineers, we have to think of interfaces that would work with existing hardware, as well as plan for future hardware upgrades, and we were able to meet all the demands in this project.” She adds that engineers in Singapore must continuously innovate because the country’s survival depends on it. “There is a perception that Singapore should not focus on production and instead manage it, which I disagree. We have to change this perspective because we cannot be reliant on other people to solve our problems.”

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below : Extensive backoffice system serving 30 million transactions daily for all public transport operators and card managers

Card Manager Central Computers TIER 5

Transit Acquirer Central Computer TIER 4

TIER 3

Rail Operator Central Computers

Bus Central Computers

TIER 2

Station Computers

Depot Computers

Rail Devices

Bus Devices

TIER 1

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NEXT GENERATION NATIONWIDE BROADBAND NETWORK

SHIFTING GEARS to NIRVANA above:

Members of the project team, L–R: Philip Heah, Khoong Hock Yun and Harin S Grewal

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peed has been a hallmark of how Singapore functions as a country. Land at Changi Airport and clearing immigration is a breeze. Registering a company takes only three days for a business to start operations. When Singapore started its public housing programme to provide better homes and sanitation for its population after independence, it was estimated that a flat was built every hour. The rapid pace with which Singapore seeks to do things has attracted investors to the country. It is an indication of the country’s efficiency and time is money for them. That is why when the world was cruising at Internet speeds of 4mbps in 2006 and was on the verge of going 25 times faster, engineers from the Infocomm Development Authority of Singapore – the precursor to the Infocomm Media Development Authority – were already looking way ahead into the future. “We already knew then that video was going to drive the Internet,” says Philip Heah, IMDA’s senior director for infrastructure. “At that point in time the typical access speed was on an ADSL connection and we knew people were craving for at least 100mbps, which one service provider was about to launch on its network. We thought it was like someone trying to wring the last drop of juice out of an aged infrastructure. On fibre broadband, however, 100mbps is merely the beginning of the speed spectrum.” The jump in speeds since Internet service was made available to the public in 1994, from 28.8kbps to 3,500 times faster 12 years later, has been phenomenal. With Internet technology evolving at a mind-blowing rate, just how fast should IMDA aim for? How should the government intervene and produce a sustainable change that would benefit the entire nation?

Stepping on the gas One key concern was that with only two major telcos in the market, pricing packages for highspeed broadband were likely to be out of reach for consumers. And if Singapore wanted to succeed in the age of broadband connectivity,

from top: Patching fibre at the main distribution frame room Connecting a home to the NGNBN at the riser

where people and businesses are mobile, these must be made widely available. The market needed more players but with telcos owning and operating their individual networks, new service providers faced formidable entry barriers as building infrastructure is a costly investment. To overcome this obstacle, IMDA embarked on building an open, future-proof, high-speed network accessible to all service providers. The system, the Next Generation Nationwide Broadband Network, or NGNBN, as it was later known, was able to significantly reduce costs for new entrants and allow them to roll out innovative competitive packages to attract consumers. But one of the problems of the open-access model was convincing pre-existing telcos to join the network.

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Consumers / End-users Retail Services

Services

including services & CPE

END-USERS

Consumers and Businesses

RETAIL SERVICE PROVIDERS

Purchase bandwidth from OpCos and provide competitive and innovative services

OPERATIONAL SEPARATION Wholesale Bandwidth Services (Layer 2 and Layer 3) STRUCTURAL SEPARATION Wholesale Wirelines (Layer 0 and Layer 1)

Active Infrastructure including switches & routers

Passive Infrastructure including wirelines & ducts

After all, a shared network that was available to everyone meant that the first movers would inherently lose their monopoly of the market. IMDA spent over a year studying the broadband deployment models of different countries, and saw that a sustainable positive change in the broadband market was likely to take place with strategic changes to the industry structure. After nearly another year of collecting public feedback and consulting key players, it prepared the industry for this critical change. Philip said the organisation met with 12 consortia to discuss the business, technical and regulatory aspects of NGNBN. The goal was to put in place a “future-proofed” open-access network infrastructure capable of at least 1gbps. It also

above: NGNBN open access model – a shared network available to everyone

left: Fibre cables in a cable chamber

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OPERATING COMPANIES (OPCOS)

Responsible for the design, build and operation of the Network’s active infrastructure

NETWORK COMPANY (NETCO)

Responsible for the design, build and operation of the Network’s passive infrastructure

had to offer choices of different performance demands – from a cheaper “best efforts” to a more expensive “private leased line”.

Taking on the bends After convincing industry players to get onboard with the project, IMDA had to figure out a way to coordinate efforts among different companies laying the cables, those servicing them, and service providers like M1 and Singtel using the network. Khoong Hock Yun, IMDA’s chief digital evangelist who worked on the project as assistant CEO of development, says: “We essentially mooted a ‘sharing economy’ concept for providing telecommunications services and it was unheard of for the deployment scale we were thinking of. “In the past, there was no such thing as a shared telecoms network. For example, Singtel would own and control the infrastructure across the industrial value chain – from ducts in the ground to network switches, cables into the homes and businesses, including some of the customer premise equipment. “To provide for an effective open access, we needed to segregate service providers into three functional layers. There were wholesale providers of infrastructure like ducts and network cables, those who provided active infrastructure of switches and electronics, and finally, providers of retail services.

“The critical challenge was for players of the different layers to meet the end-user’s connectivity needs. They had to be able to coordinate and communicate seamlessly with one another and each had to ensure that customer and business competitive data are properly secured. We had to get the hardware, software and systems working in such a way that it function like an integrated telco. The fact we even managed to do this successfully was a very significant feat.” Tenders were called in December 2007 to design, build and operate the NGNBN, with work to install the system and connect all homes and businesses beginning almost a year later. Using Singtel’s existing underground ducts to lay the ultra-fast optic cables, disruption and inconvenience to the public were minimised. But it was an arduous task. IMDA had to find contractors who were trained in installing fibre cables, and introduced a GPS-based system to track the location of all these cables. It also worked with the National Environment Agency to explore ways of deploying fibre around the country. One of the toughest challenges was gaining entry into properties to install the fibre termination points in homes. “When we started sending people to condos to install the fibre there was a lot of resistance,” says Harinderpal Singh Grewal, IMDA’s resource and interconnection management head who was deputy director of the project. “Building management staff can be very sticky and resistant, especially since the fibre company, OpenNet, was not a name they were familiar with. Many residents were also sceptical and simply told us they had no need for fibre broadband.”

and $500 a month. But as new players entered the market, prices plunged to $49.90 by 2014. Two years later telcos started offering 10gbps plans for $189. In 2015, global leader in Internet testing Ookla ranked Singapore as the world’s fastest broadband nation. “People have been switching to this network even faster than we imagined,” says Hock Yun. “Think of it this way – if you could get a more powerful computer at a lower cost, it’s obvious you will make the switch. People from overseas have been telling me they were shocked to discover Singaporeans could get 1gbps at such a low price. They called it broadband nirvana!” Thanks to IMDA’s engineers, Singapore’s Internet users are surfing faster than ever.

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below: Work to install the NGNBN system began in 2008 Optical splitters in a main distribution frame room

In seventh heaven The NGNBN was rolled out in late 2009 and within four years all homes and businesses were connected. Initially, with only three service providers, offerings for the 1gbps speed remained high, costing between $400

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before and after: An HDB apartment block before the upgrading (right) and after new lifts were installed (far right)

LIFT UPGRADING PROGRAMME

GIVING CONVENIENCE a BOOST IES Book_20180302_bookblock_FA.indd 166-167

left:

ith 80 per cent of Singapore’s population living in Housing & Development Board flats, access to lifts has become a necessity. While blocks of flats built in 1990 and later have a lift landing on every floor, older blocks didn’t have the same convenience. So a team of engineers embarked on a 15-year programme to bring full lift accessibility to HDB residents. Leow Beng Kiat, HDB’s deputy director of upgrading programmes, believes the Lift Upgrading Programme, or LUP, is an impressive feat based on its scale alone – it was targeted at more than 5,000 apartment blocks that benefitted about 500,000 households. The goal of the LUP stemmed from a passion to improve the quality of life for residents. Ng Say Cheong, director of upgrading construction management, says: “In carrying out the work and design, we put ourselves in the shoes of residents. If you have this passion and care, you’ll produce the best for yourself and others.” But it wasn’t as easy as it sounds.

Working with residents HDB apartment blocks have been built over many years with different designs and lifts constructed in various configurations. “While all blocks require a certain level of study and planning, some were more straightforward than others,” says Beng Kiat, who leads a department that plans, manages and implements upgrading programmes in support of HDB’s Estate Renewal Strategy. The blocks were assessed on the number of additional lift shafts that were required. The planning stage typically took between six months and a year. “Once a block was selected for LUP, we engaged a team of consultants,” says Say Cheong, who oversees the execution and implementation of upgrading programmes. “We worked with them to develop a design proposal for the blocks.” A working committee, comprising residents and grassroots leaders living in the estate, was then engaged and consulted on the LUP package. Residents got to vote on the plan

Members of the project team, L–R: Mak Kwok Leong, Tan Chek Sim, Thomas Seow, Lawrence Pak Yew Hock, Leow Beng Kiat, Kwang Cheok Sen, Lim Teck Choy, Ng Say Cheong and Chee Kheng Chye before and after: A low-rise HDB apartment block (right) that was given the LUP (far right)

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building required 12 concrete blocks – one for each floor, with each block weighing as much as 10 tonnes. More recently, other materials such as steel shafts were used, which proved to be far more efficient. As a far lighter material – around 20 per cent of the weight of concrete – up to four-storey segments of steel shafts were hoisted at a time.

and a crane to hoist the lift shaft in areas where people lived.” Working with two 300 tonne cranes in such areas was a challenge, and machine-intensive work often had to be completed within a day to avoid obstructing residential carparks. The LUP reached the final stages in September 2017, with the remaining 100 blocks scheduled to be completed within two years after that. “LUP is really a mix of engineering and the passion to improve lives,” says Beng Kiat. Say Cheong, who has worked with HDB for 30 years, agrees, adding that the impact of the LUP is constant and permanent. “Previously, when the lift didn’t stop on every floor, the elderly had to take the stairs, if their flats were not on the same floor as the lift landing. It is more convenient for them now.” With the LUP, many residents have rediscovered a sense of independence, and there is also a feeling of relief for family members and caregivers. “Now the elderly and less-abled residents can go to the parks, do some shopping and go for a walk,” says Say Cheong. “For those who need assistance, it’s more convenient now, and even if they’re in wheelchairs, it’s more accessible. We saw the joy among residents when we completed the upgrading for them. We could feel the difference the lifts make.” A survey of completed LUP projects is conducted every five years. To date, it has recorded over 90 per cent satisfaction among residents.

In close quarters

Touching lives

The LUP also introduced the machine-roomless lift to older blocks, which removed the need for a lift motor room. This decreased the space that was needed to install the lift, reducing its load and allowing it to carry more passengers. New lifts used in the LUP were also faster, more energy-efficient, and designed with the needs of the resident in mind. “To manage something on such a big scale wasn’t easy,” Say Cheong points out. “It required lift suppliers, contractors, fabricators

Beng Kiat, who started working for HDB in 2001, sees the LUP as a project that combined years of expertise with a desire to do good to improve the lives of fellow citizens. This aspect of engineering is key for the engineer who wants to do more. “Engineers bring to a project their engineering knowledge and experience. But many of our young engineers are also looking to do something meaningful,” he says. “Throw their tech knowledge into the

opposite page: Direct lift access enhances mobility and the well-being of the elderly and less-abled right: A smaller and lighter home lift

“Lift Upgrading Programme is really a mix of engineering and the passion to improve lives.” that best suited their needs, and the one that got at least 75 per cent approval was implemented, with HDB subsidising up to 95 per cent of the cost. “Once polling was done, we conducted a study to see if there was a need to implement any service diversion,” adds Say Cheong. “For example, if the new lift shaft would be close to a power cable, then a service diversion would have been necessary.” Diversion normally took about six months, before the new lift shaft was completely installed within a year after that – a quick effort to minimise inconvenience. In the earlier years of the LUP, a typical 12-storey

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right: L–R: Machine room lift shaft and machine roomless steel lift shaft

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mix and we can turn a challenging project into something meaningful.” Adds Lawrence Pak Yew Hock, HDB’s director of construction productivity and mechanical and electrical: “Nothing is impossible. Engineers can take something highly complex and then transfer it into something so relatable, so tangible, and easy to construct.” Bringing mobility and happiness to endusers like the elderly, according to Lawrence, demonstrates an opportunity for engineers to make a difference in the lives of others. Engineers use the tools they learnt in school and the knowledge they accumulate over the years, and apply them in real-life situations in important ways. “As an engineer, you have the tools to change the landscape and how we live, and make a difference to the future.”

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DATA in YOUR THUMB

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INVENTION OF THE THUMBDRIVE

n the digital age where easy access to information and documents can mean a difference between success and failure, the ubiquitous ThumbDrive is an indispensable tool that stores tons of data. From New York to Tokyo, it is the “don’t leave home without it” essential for school kids and undergraduates to media professionals and chairmen of the board. It puts big data at their fingertips.

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But what often goes unnoticed is its Singapore pedigree. It is one of the few inventions by engineers from the Little Red Dot that have made a profound global impact. And it came about because its owner, Henn Tan, chairman and CEO of Trek 2000 International, had enough of the cutthroat business he was in. Before launching the ThumbDrive in Hannover, Germany, in 2000, Trek was

developing and marketing technology-driven solutions for local and international clients. Often the company was paid pittance for their innovative solutions, sometimes nothing at all. “We started as an engineering team pitching for projects to MNCs in Singapore,” says Henn, whose team was also responsible for an early MP3 player made for a Japanese brand and invehicle VCD players. “We were a small company jostling for a spot. I made do with what I had.”

above: The original ThumbDrive

The dare In 1998, Trek’s engineering staff pondered their future. They had to have something they could call their own. Up till then, they had been providing innovate solutions for the company’s customers for $20,000 or $30,000. This was not where they wanted to head into the future. It came at a time when the arrival of Universal Serial Bus was just on the horizon. The USB was designed as an industry standard

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“…having engineers with the knowhow and capabilities are key to a successful business, but companies must also have grit, dedication and a wide range of expertise to stay ahead of the curve.” left: Kuan Mun Kwong was a member of the pioneering team who engineered the innovative ThumbDrive. He is now the company’s president of sales and marketing

connection for peripherals, including keyboards, pointing devices, digital cameras, printers and media players for personal computers. Trek’s CEO recalls: “Since this was an external port, I thought why can’t we consider inventing a storage device designed for the USB port that is smaller, convenient and with bigger storage capability than the floppy disk? There was a lot of deliberation and apprehension initially but our engineers got down to work and their persistence paid off.” The company was not into applied research and development, but engineers were able to see what was available and integrate them to produce something that was disruptive. It sparked the birth of the ThumbDrive. At its launch in Germany in 2000, Trek’s nifty device, packing at least eight times more storage space than the floppy disk, created headlines around the world. A decade later, it rendered the floppy disk obsolete.

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“For our engineers, there’s no such thing as ‘impossible’,” says Henn. “We have to make things happen if we were going to move ahead in the pecking order. And that’s how the ThumbDrive was conceived – a small, portable device from one of the world’s smallest countries.”

Staying on top Before the big launch, Trek engineers put the ThumbDrive through robust tests. They were finally tested on popular brands of notebooks and came out with flying colours, without slowing systems when data was transferred among multiple drives. Its storage capacity has since increased manifold to gigabytes and compliant with all operating systems. The ThumbDrive broke new frontiers with its technology because unlike other products available at the time, the ThumbDrive plugged and played without cumbersome cables, external hardware or adapters.

The name of the game for Trek’s engineers is to own intellectual property through the company’s technology-driven solutions. In the hardware business, the Chinese, Taiwanese and Koreans have the financial and manufacturing muscle to copy and overwhelm rivals. Information technology engineers with the ability to innovate are the backbone and future of companies like Trek. The company has since filed 380 patents worldwide for its ThumbDrive and other products, and receives royalties when other companies use its technology. “When you create something, you own it,” emphasises Henn. “And having engineers with the know-how and capabilities are key to a successful business, but companies must also have grit, dedication and a wide range of expertise to stay ahead of the curve.” When dealing with such groundbreaking engineering, the company prefers to keep away from textbook approaches and instead challenges its engineers to set the bar for the industry. In the fast-changing world of digital technology, financial remuneration is not a major concern for Trek’s engineers. They are focused on whether they will be relevant in the next 10 years and if they will be of value to other companies. In the environment they operate in, the stimulant is about churning out the next big thing. A product that fits the bill after the ThumbDrive is the Flucard, a Secure Digital memory card that allows videos and photos to be wirelessly transmitted between devices such as cameras and mobile phones.

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The idea came about after Henn’s daughter lost her camera during a trip to China and along with it photos of their trip. He asked Trek’s engineers to design a card that could wirelessly transmit and store files on the go and they produced it three years later in 2008. It is now the standard for most cameras.

The next big thing Engineers are the bedrock of society and their contributions spread across every facet of people’s lives, says Trek deputy CEO Edwin Long. He believes they are even more important to Singapore because the country lacks natural resources and has a great need for green energy, especially water. “These are issues that can make our life a lot easier, and the technology that’s relevant to us and tailored to our needs is waiting to be developed,” insists Edwin. “There are plenty of opportunities for our engineers to step up, take the risks and think of new ideas in these areas. As a small country, we present unique challenges for engineers to find unique solutions for them.” But the work of engineers can do with more exposure, especially by the people who hire them. “Engineers are a special breed of people, but for most companies, if they have someone who is talented, they tend to throw a ring around the engineer in the fear that he or she might be approached by a rival company,” Henn points out. “But I also think the media could work harder to highlight the heroes whose work have benefitted people, like our ThumbDrive and Flucard.”

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“The big difference is these boats require a special and highly strengthened hull, and a lot of propulsion power to break and navigate through thick ice.”

BREAKING the ICE

How does a company in a country with no snow, much less frozen waterways, build a vessel meant to break thick ice sheets in the harsh Arctic Sea? Despite having built iceclass ships previously for Lukoil, icebreakers are more complex, and Keppel Singmarine engineers did what others in their profession were trained to do: learn, adapt and innovate. Au Yeong Kin Ho, the shipbuilder’s general manager of engineering, explains that icebreakers are of a different breed. “The big difference is these boats require a special and highly strengthened hull, and a lot of propulsion power to break and navigate through thick ice. They also have to be winterised to prevent ice from forming on the vessel.” These were factors that engineers in the tropics typically did not need to consider, so a consultant from Finland was engaged to conduct a course on designing and building the sophisticated vessels. This gave the Keppel engineering team considerable insight into constructing icebreakers. They were then left on their own to take on a job that no yard in Asia had ever done.

KEPPEL SINGMARINE ICEBREAKER

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hen Keppel Singmarine delivered the Toboy to LukoilKaliningradmorneft in August 2008, it was an eye-opener. That same year, the Singapore shipbuilder went on to hand over the Varandey to the Russian oil and gas company, and the world took notice. What’s amazing about the ships is that they were icebreakers designed for one of the harshest marine frontiers on Earth and the first ones built in Asia, in sunny Singapore.

left: Keppel Singmarine is the first shipyard in Asia to build icebreakers fit for the Arctic Sea

Formulating and calculating Even with the crash course, the learning curve on the ground was steep and rigorous for Keppel’s engineers. “The extra-high strength steel that we used to build the icebreakers was something we were not familiar with,” Kin Ho, who was then assistant general manager, points out. “We had to formulate our own fabrication and welding procedures. In order not to waste the material, which was very expensive and shaped to our specifications by the steel mill, we had to be precise about the amount we needed.”

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“We spent a lot of time working out the exact bill of materials as it was imported and delivered to us in precise quantities. If we wasted any of it, we would have to order it again and delivery would have taken a long time. We could not afford the delay because we had a tight deadline to meet.” The vessels they eventually produced were specially designed to withstand extremely cold temperatures as low as minus 45 deg C. At up to 40mm thick of extra-high tensile steel, their hulls are far thicker and stronger than typical vessels. The steel used for the hulls can withstand pressures of up to 500 newton per square metre – the kind of pressure a diver is subjected to diving 50m under water – and was manufactured to break ice as thick as 1.7m. A particularly memorable moment for the engineering team was the testing phase of the icebreakers. In the Arctic, explains Kin Ho, the engines have to be warm enough to withstand the freezing temperatures. To keep the vessel operational, two big boilers also generate heat that is distributed throughout the ship.

Boiling and freezing temperatures “The problem was that we had to test these boiler systems in Singapore. The whole ship became a sauna!” he recalls. “Singapore’s weather was already very warm but we had to endure even higher temperatures during these tests.” The real pressure came when engineers had to put the Toboy through its paces to break ice. This could not be simulated in the tropics and

Transforming our Industries

the team was deployed to the Arctic with the ship for two months to test its capabilities. “It was a time of reckoning for the entire engineering team after all the work that went into building the icebreakers,” says Kin Ho. “We wanted to be sure the Toboy and Varandey could do the job they were designed for. They didn’t disappoint and went on to be resounding successes for Lukoil. It reinforced our belief that we could build anything if we are determined and put our minds to it.” Both vessels complied with the strict rules and regulations of the Russian Maritime Register of Shipping. In taking delivery of the icebreakers, Victor Velikov, then Lukoil’s deputy general director, was impressed that Singapore engineers were able to meet his company’s stringent requirements. “The enthusiasm and competence displayed by Keppel Singmarine in building the two icebreakers were remarkable. It met our expectations on the technical solutions and workmanship.” The vessels are now operating in the Barents Sea of Russia, paving the way for

below: Varandey (left) and Toboy (middle and right) are currently operating in the Barents Sea of Russia, paving the way for ships to sail through ice-blocked passages

“Ships are becoming smarter and there are builders today testing unmanned vessels. That is exciting, and we are learning and adapting to these technologies to stay ahead of the curve.”

ships to sail through ice-blocked seas, and assisting the manoeuvring, mooring and loading of tankers. They are also used in fire fighting, emergency rescue and towing operations, and to supply provisions to outposts on frozen terrain. In building the two ships, Keppel’s engineers gained significant knowledge on ice technology. “Today, Keppel is among the leading shipyards in the designing and building of ice-class vessels,” says Abu Bakar, managing director of Keppel Singmarine. “Our designed ice-class vessels have a strong operational track record and are highly regarded in the industry.”

Smart ships As an engineer with a passion for shipbuilding since he was a young boy, Kin Ho says his projects stretch over long periods of planning,

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above: Members of the project team, L–R: Edmund Lek, Au Yeong Kin Ho, Abu Bakar, Kang Toh Seong and Poon Tai Lum

building and testing under demanding conditions, but he relishes every moment. “The Toboy and Varandey took three years to design and build, but it was a work of passion and a challenge to see if we could build icebreakers that met the highest standards – and we excelled.” He sees new challenges evolving in the industry in tandem with technology. “Ships are becoming smarter and there are builders today testing unmanned vessels. That is exciting, and we are learning and adapting to these technologies to stay ahead of the curve. By adopting the latest trends in engineering such as automation, robotics and data analytics, I believe that engineers will put Singapore on the world map with innovations across all industries. We may be a small country, but in engineering we can make a big impact on the world.”

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KFELS N-CLASS

below: The christening of the KFELS N-Class rig, Rowan Noway, which was subsequently deployed in the Norwegian sector of the North Sea

TAKING on the HARSHEST SEA S

ome of the world’s major offshore oilfields are in the North Sea, Gulf of Mexico, Persian Gulf and Brazil. But there is a more than 50 per cent chance that the rigs exploring for oil and gas in these seas are made in Singapore. For a country that has no natural resources, it is a significant accomplishment to be a major player in the industry, building and supplying more than half of the world’s high-specification jackup rigs. The two leading builders and engineering innovators of jackup rigs are from the islandnation, and Keppel Offshore & Marine is the world’s largest. “Over the years, we have developed a suite of proprietary offshore rig designs that have become the market benchmark for superior operability, efficiency, safety and reliability,” says Chris Ong, the company’s CEO. It isn’t any wonder then that when drilling companies want customised rigs, the Keppel brand comes to mind. That was exactly what happened in 2006 when a repeat customer,

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Skeie Drilling and Production, or SKDP, called on Keppel FELS to develop a business idea. SKDP wanted a jackup rig that would be able to do both offshore drilling and oil production at the same time in the Norwegian sector of the North Sea, one of the world’s harshest environments. Seeing that there were many small marginal oil fields in the Norwegian sector, SKDP spotted a business opportunity and wanted a commercially viable rig that could do both jobs at the same time. It was a tough order and the Keppel team was aware it had to overcome a number of challenges for this massive project. Although Keppel O&M is a pioneer in newbuild jackup rigs, and floating production storage and offloading vessels for the Norwegian market since 1985, the company had not embarked on any newbuild projects there for about a decade at that point.

An old friend in need Foo Kok Seng, executive director of Offshore Technology Development, one of Keppel’s

above: Keppel O&M is a pioneer in newbuild jackup rigs, and floating production storage and offloading vessels for the Norwegian market since 1985

left: Towering at 174m or about 56 storeys high, the KFELS N-Class rig can operate in harsh weather conditions and in water depths of up to 150m

R&D units, recalls: “Our client came to Keppel all excited with one piece of paper about a business model he was very certain would succeed. Since we had always been able to meet and deliver the hi-spec rigs for SKDP in the past, he was confident we could help him once again. “SKDP’s plan was for a jackup rig that was able to move and drill on another spot when work on the original well was completed, with production commencing from a module on the same rig. The same drilling package must also be able to service all the oil wells from time to time to maintain their production. “It was already difficult for us to come up with engineering solutions for a newbuild mobile, dual-purpose jackup rig tailored for the Norwegian market, but SKDP had another condition that made this project even more challenging. The company had a tight budget and at that point it seemed like a mountain too high to climb. With enough funds, anything can be built. But limitations are what set the best engineers apart from the rest and we were not about to give up on such a challenge.” The Keppel team set off to find solutions for what was both an engineering and a commercial challenge. The engineers spent

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left: Detachable drilling cantilever that allows the rig to service a bigger envelope of wells

some eight months conceptualising a rig that could meet the specifications of the client. They had to find the most cost-effective way to build the rig without comprising safety, efficiency and function.

An unlikely innovation To ensure it complied with complex Norwegian rules and to minimise time as well as money that would have been wasted on revisions, key members of the engineering team worked closely with SKDP. They even flew to the Nordic country to engage regulators at an early stage of the project. Kok Seng recalls the high safety standards they had to adhere to, which included the workers’ environment on the rig. For instance, acceptable level of noise for them was at far lower decibels compared to international standards. “Even the smallest safety details, some of which were not applicable in other regions, had to be taken into account,” says Kok Seng. “Furthermore, the risks associated with drilling and production were also very different and we had to customise our design accordingly. It was a complicated and massive task.”

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After much discussion with the client on how best to fit the drilling and production topsides on the rig, the team came up with an innovative idea of fitting a detachable drilling cantilever that could be placed at two locations on the rig. The design allows the package to be detached, skidded and reattached as it moves 8m across from one position to the other. The operation to move and install the cantilever could be completed in about 24 hours, which includes the time taken to put in place the production module. This design also allows the rig to service a bigger envelope of wells. In addition to the production facilities, the detachable cantilever was a novel concept that had not been used on any jackup rigs then. Kok Seng explains: “This project was unconventional. We had never built something like this before and we had to improvise and come up with a number of new designs from scratch, on top of ensuring that everything fitted together.

right: In building the KFELS N-Class rig, engineers had to comply with complex Norwegian rules

“The greatest satisfaction came from successfully turning a client’s business idea into reality.” top: Members of the project team, L–R: Tan Wee Giap, Margarita Ivanova Georgieva, Chris Ong, Foo Kok Seng, Matthew Quah and Satish Menon

“The project requirements may sound straightforward but it was actually a very complex process. We’re talking about a detachable cantilever, which weighed a few thousand tonnes and had to be detached in a few hours, before it was reassembled and installed again. With many moving parts, the challenge was to get everything assembled quickly and ensure that the rig worked at all times.”

Giant in rough seas Towering 56 storeys high, or 174m, with the possibility of extending it to 182m, the KFELS N-Class rig is able to operate in depths ranging from 122m to 152m in harsh weather conditions. This is 40 per cent deeper

than standard units in calmer waters. It can drill in depths of 10,700m, which is 15 per cent deeper than similar jackups of its class. The vessel also complies with the demanding regulations of Norway. The innovation behind this project, adds Kok Seng, did not come in the form of a revolutionary technology or engineering technique. It came from the engineering team’s determination to harness Keppel’s extensive know-how and years of experience that a customer had trusted. “The greatest satisfaction came from successfully turning a client’s business idea into reality,” he says. “The fact that we managed to build this rig within the desired cost is something we are proud of. “And because of this project, we’ve gained the experience to deliver rigs customised for the difficult Norwegian market, and have since delivered two additional proprietary KFELS N-Class jackups to Rowan Companies, Inc, which acquired SKDP in 2010.”

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THE DEEP-SEA WARRIOR KEPPEL O&M’S DSS SERIES OF SEMISUBMERSIBLES

he offshore rig Deepwater Horizon exploded on the night of 20 April 2010 in the Gulf of Mexico. Two days later, it sank and the Macondo well, which the rig was attempting to seal 1,500m below the sea, started discharging oil into the ocean. The incident triggered the largest marine oil spill in the history of the petroleum industry. Initial attempts to plug the leak failed. Two weeks later, engineers started drilling two relief wells – parallel to the Macondo’s – 5,500m below the seabed to intersect and cement the Macondo well permanently. One of the rigs used to perform this role was a DSS 51 semisubmersible, or semi, that was designed and built by Keppel Offshore & Marine. It helped to seal the well and ended the spill. The DSS 51 is one of the most technologically advanced semis in the world and is designed with the most stringent safety features for the high seas where waves can reach as high as 20m and wind speeds as fast as 70 knots. It takes some of the best talents in engineering, research and development to design and build such floaters, and the proprietary DSS series leads the pack. How did a builder from Singapore, which has no oil and gas resources, become a global leader in the design and production of industrially renowned rigs?

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Road to the top The company’s history dates back to the 1970s, when one of its subsidiaries, Keppel FELS, built its first jackup and semi. In 1997, the builder expanded from construction of rigs into design, with the acquisition of the rights to two jackup designs. Four years later, Keppel O&M formed Deepwater Technology Group to specialise in design and engineering solutions for various floating structures, including semis. DTG’s executive director Aziz Merchant says that Keppel O&M previously built rigs based on the designs of naval architects from other firms. “If a rig had flaws, it became our responsibility and not the architect’s,” he elaborates. “We recognised the irony and knew

“…it was important for our engineers to have control over design. We then decided to develop the designs in-house so that we could innovate and customise solutions for more advanced and efficient rigs.”

that it was important for our engineers to have control over design. We then decided to develop the designs in-house so that we could innovate and customise solutions for more advanced and efficient rigs.” In 2003, Keppel O&M made its mark with the design and construction of the DSS 20 semi for long-time customer Maersk Drilling. As it was to be deployed in the landlocked Caspian Sea, it could not be built in Singapore and towed there. Keppel O&M engineers

instead built smaller components, such as the pontoons and columns, in Singapore before assembling the semi at Caspian Shipyard in Azerbaijan. To integrate the structures, the team adopted a Lego-like construction method, which involved stacking completed modules together onsite. Equipment and piping were installed on the hull before the semi was assembled. But the Keppel team faced the challenge of towing the pontoons built in

above: Members of the project team, L–R: Zhang Yanting, Lim Boon Seng, Huang Chongyong, Aziz Merchant, Murthy Pasumarthy and Janneth Lim Hui Qi

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Singapore to the Caspian Sea, as the channel leading to it was only 17m wide. “These had to be wide enough to keep a 38,000-tonne structure afloat but small enough to make it through the narrow channel,” explains Aziz. “With what we were up against, we had to think deep and hard, and this pushed our engineering abilities to a higher level. It led to the innovative ‘step pontoon’ which meets the stringent Caspian Sea regulations for rig hulls. Our design went through several iterations and the final version had sufficient buoyancy for the semi to remain afloat.”

Excellence in the high seas

“We are heartened to see that the semi we designed was put to work and that it was able to successfully seal the well and end the oil spill in the Gulf of Mexico.”

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The DSS series can operate in waters of up to 3,000m deep and are able to drill 10,000m below the seabed. Instead of chains, a dynamic positioning thruster system anchors the semi in place when the sea gets choppy. “Chains are too heavy for deepwater drilling rigs,” says Aziz. “So we used dynamic positioning. Each pontoon has four thrusters linked to a global positioning system to keep it in place.” Away from land, a semi has to be loaded up with various provisions and equipment in order for it to be self-sufficient for long periods of time. If the rig took on board more than what it should carry, this would affect the centre of gravity of the floater and render it less stable. Maersk specified that the DSS 20 semi must be able to carry a payload of 7,200 metric tonnes, and this had to be resolved at the design stage and carefully managed during the building phase. “As a project progresses, the weight of the vessel may increase at certain junctures and this will eventually affect the payload it is able to take,” explains Aziz. “So our calculations for everything that went into the construction of the DSS 20 semi had to be very accurate. We looked at weight-saving materials and asked questions like ‘Is there another way to run that pipe?’ or ‘Where can we save a few more tonnes?’. When we eventually met the payload specification, you wouldn’t be able to imagine our satisfaction.”

The sky is the limit

opposite page: Pontoons keep the DSS semi afloat in deep waters below: DSS series of semis are among the world’s most technically advanced deepwater drilling rigs

In 2009, Transocean, the world’s largest drilling contractor, took delivery of a DSS 51 semi from Keppel, christening it the Deepwater Driller 3. Chartered by BP, the semi successfully drilled the relief well when the Maconda spilled oil into the Gulf of Mexico in 2010. Prime Minister Lee Hsien Loong held up the DSS 51 semi as an example of what Singapore engineers can achieve in the global arena, during his National Day Rally speech that same year. Aziz says the DSS 51 showcased their prowess in designing and building sophisticated state-of-the-art floaters for leading players in the offshore and marine industry. “We are heartened to see that the

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semi we designed was put to work and that it was able to successfully seal the well and end the oil spill in the Gulf of Mexico. “Designing the next generation ship or offshore rig is all about passion and interest. The most important aspect for us are the safety features of the rig for its occupants and in its operations.” Keppel O&M’s rigs can only get better with constant innovation and improvements. Since 2000, the company has delivered almost a quarter of the world’s supply of existing semis. It is the only global shipyard group with its own suite of proprietary designs for semis, and as it innovates, it will continue to provide customised engineering solutions in an ever-evolving industry.

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ESPLANADE BRIDGE

A BRIDGE for the FUTURE

Globalising our City

right: The 280m-long Esplanade Bridge spans the widest part of the Singapore River below: Members of the project team, L–R: Kerk Eng Huat, Choo Eng Geok, Ser Ah Bok and Tan Ming Kee

very year since 2008, the world’s fastest racing cars zoom past Anderson and Esplanade bridges along the Singapore River in the only Formula One circuit that has two overpasses across a waterway. It is a 300km/h narrative of the Singapore tale, linking its storied past with its vibrant present, which always has a foot in the future. The bridges may be only metres apart physically, but 87 years of history separates them. For nearly a century, the Anderson Bridge served as a key artery between the civic and financial districts, and governance and commerce, in a city-state that had transformed into a global trading hub. By the 1980s, with the Marina Bay taking shape and the expansion of the financial district towards Marina South, it had become a chokepoint. The Land Transport Authority responded with plans to build a new bridge from Fullerton Road, across the mouth of the Singapore River, to the north bank at Queen Elizabeth Walk. But its engineers had to abide by three conditions. The proposed bridge must not obstruct the view from the sea, of the Supreme Court, the City Hall and other historical buildings in the vicinity. It must retain the visual and physical connections between the Esplanade Theatre and Esplanade Park near the Padang. Light watercraft must also be able to pass underneath it.

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With Singapore aspiring to be a vibrant 21 century global city, the new bridge must also blend aesthetically on the waterfront. “The engineering design considerations were challenging,” says Looi Teik Soon, dean of LTA Academy. As the road design engineer in charge of building the Esplanade Bridge in 1994, he had to consider its primary functions before putting pen to paper and translating concept to design. st

The inspiration Besides opening a new link across the river, what kind of traffic load should it take and should it also have a promenade for pedestrians? And since it also has to allow small vessels access to both sides of the river, how many spans or piers does it need to support the deck of the bridge and what shape should they take? Teik Soon also had to factor in landscaping, post-construction maintenance and tidal waves that would beat on the bridge’s piers. “The engineering team deliberated at length on design options, including whether it should be a suspension or cable-stayed bridge – which would take away the need for piers and give boats even more space below to pass through,” he recalls. “But that option would mean building towering pylons above the water level to hold the bridge decks. Aesthetically, such a design form, proportion and scale would not

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Globalising our City

left: The Esplanade Bridge as construction progresses since 1994

below:

“Nowhere in Singapore can you find another bridge with curve arch supports like the Esplanade Bridge…” sit well against the façade of the historical buildings lining the waterfront.” Choo Eng Geok, director of road infrastructure development and who was project engineer for the Esplanade Bridge, says: “We could not build a bridge with pre-cast beams, which would need heavy lifting machines to set them in place, due to the proximity of structures such as the Benjamin Sheares Bridge and the clearance restrictions there.” There was also the need to ensure that enough waterway within the bridge construction site was open to allow boats to pass. The team played tourists to draw inspiration, taking long walks on the riverbanks and boat trips up to Marina Bay to get a better idea of what would be user-friendly and how the waterfront looks like from the sea.

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“On one of our boat rides on the river, we noticed that people looked up to view the underside of a bridge whenever we passed by one,” recounts Teik Soon. “Bumboats are part of the river’s history, they used to ply the river in the hundreds before unloading their cargoes at godowns. We were moved to design seven arch spans to support the bridge’s deck in such a way that if you look up from the water, you’d see how they resemble an inverted bumboat.”

Mass of steel and concrete Apart from Anderson, a clutch of historic bridges was built upstream, with the last, Elgin in 1927 linking North Bridge and South Bridge roads. Unlike the older structures, the bridge that Teik Soon and his engineering team were building was to straddle the Singapore River at its widest. They decided the Esplanade Bridge had to be made of reinforced concrete and designed along contemporary, clean lines that could profile the unique shape and form of the structure. “Constructing the Esplanade Bridge was truly an engineering challenge,” says Yap Cheng Chwee, LTA’s group director for the North South Corridor project and who was the project manager for Esplanade Bridge. “It was the first time we were building what

we considered a 3D arch bridge. Because of the shape of the arches, they could not be pre-cast and they had to be built onsite – which meant in the sea.” A series of piers to support the arches had to be put in place first. They were built progressively in a cofferdam that was drained of water. Temporary steel trusses shaped in the form of arches were then placed on the piers. All this looked easy only on paper. Eng Geok says: “It was difficult to cast the arches because we were using thick steel bars to form the base of the arches. As the final shapes had a lot of different and varying cross sections in them, reinforcement design and detailing were really complicated, with every rebar and stirrup in the 3D curved span coming in different lengths and curvatures. Coupled with different rebar sizes and placement angles, they required extra-stringent supervision for the installation. Because of this, it was a very challenging process to pour concrete into them and to ensure quality construction.”

History in the making

Unique diamondshaped stump hammer head arch with two hammer heads per pier

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carriageway and footpaths on both sides. Many National Day Parade contingents have marched past the bridge and it is writing an illustrious history all on its own. It is also the first bridge on that river in nearly 200 years since Stamford Raffles stepped on the bank in 1819 that was built by post-independence Singapore engineers. “The tough time we endured constructing it was worth every drop of sweat,” says Eng Geok. “Nowhere in Singapore can you find another bridge with curve arch supports like the Esplanade Bridge, with its intricately shaped, reinforced concrete structure.” Cheng Chwee adds: “If you look at the bridges upstream of the Singapore River, they are mostly steel bridges from the colonial days. The Esplanade Bridge is a modern concrete bridge, signifying the nation’s progress to where it is today.” The Esplanade Bridge is contemporary, reflecting the era in which it was built. Yet it is for the future.

2.5m Hammer head

Pilecap

Hammer head diamond-shape base dimension 4.5m x 2.5m

Hammer head

Pilecap

It has been 20 years since the Esplanade Bridge was opened to traffic and pedestrians. Countless footsteps and vehicles have crossed its 280m-long and 44.4m-wide dual

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T THE FLOAT AT MARINA BAY

housands marched and feet stomped in unison. Then, one after another, thousands more danced, hopped, skated and ran to the merriment of 27,000 spectators. It was the 2007 National Day Parade, staged for the first time on a giant platform on the waters of Marina Bay. Free-falling commandos even parachuted and landed on it. It was a night to remember but hardly anyone asked how the platform remained steady, and not heave and wobble, under the weight of that many people moving about on

MAKING STEEL FLOAT

it for over two hours. The story of how, why and when the platform of steel was made is as intriguing as the engineers who designed, tested, and built it. It began in 2004, when colonel Teo Jing Siong, who was then the Army’s chief engineer officer, was tasked to find a new venue for the NDP as the National Stadium was to be torn down to make way for a new Singapore Sports Hub. There were many venues he could have picked – Jalan Besar Stadium, Turf Club at Kranji or the field in Marina South – but he wanted one where as many people as possible could attend and watch the parade. Then, an idea dawned on him while he was driving up Benjamin Sheares Bridge and wondering if barges could be put on the Marina Bay to host the NDP. He discussed the possibility with his bosses, and the idea took off with the backing of Deputy Prime Minister Teo Chee Hean, who was the Minister for Defence at the time, and lieutenant-general Ng Yat Chung, who was then chief of defence force.

A mammoth task Engineers had to build a platform capable of supporting 9,000 people, 200 tonnes of equipment, and up to three 30-tonne vehicles at any one time. But there was a range of other issues they had to consider. Tidal change could be as much as 3.6m, wave heights could reach half-a-metre high, wind speeds could hit 40km/h and water currents, 4km/h. All

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above and opposite page: The Floating Platform has hosted hundreds of events – including NDPs and the 2010 Summer Youth Olympic Games. It has been hailed as the world’s largest floating platform that also has a 27,000-seater viewing gallery on shore

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these constraints were factored into the design of the platform. But the most pressing issue on their hands was time. When they were given the nod, engineers had only 13 months to design and build the platform – in time for the first NDP rehearsal, which typically begins in April. Projects of such scale and nature usually took two years to complete. Constructing such a large floating structure – 120m by 83m by 1.2m, which is bigger than a football field – was also a rare undertaking. The design they eventually conceived – 15 identical interlocking pontoons to form the platform – had never been done before. They had no playbook to rely on, which meant that every component had to undergo stress-testing and verification. And as the structure was to be located in the bay area, which was designated as the new downtown and reservoir, it had to aesthetically blend in with the surroundings and adhere to strict environmental regulations. Taking on these challenges, engineers from the Defence Science and Technology Agency hunkered down to deliver one of the toughest tasks they had been commissioned to do. Led by Koh Hock Seng, who was senior programme manager at DSTA’s Naval Systems Programme Centre, the team was guided by a project steering committee. It was chaired by Richard Lim, DSTA’s chief executive at the time and Tan Kwi Kin, who was group president and CEO of Sembcorp Marine, which was the parent company of the principal contractor engaged to develop the platform. The team first visited several large floating structures in Japan including the Mega-Float, a 1km pilot project test runway in Tokyo Bay. Hock Seng says: “It was a large one, but the thickness of the platform was more than what we had conceived. Ours was a sheet of paper in comparison, but it had to be equally stable and able to take all the weight. Furthermore, we had to be able to dismantle ours when needed and put it back again.”

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Floating Platform had to handle, before the first NDP rehearsal in April 2007. In addition to the Floating Platform, the DSTA team also constructed the platform’s 69-tier Seating Gallery. Erected in quick time and with the Marina Bay skyline serving as a backdrop, it can seat 27,000 spectators. The team not only had to work on its engineering and aesthetic design, but also its safety. One safety aspect worth mentioning is the lightning protection system, crucial in Singapore, where thunderstorms are frequent. Head capability development (army camps) Vynna Peh, who was the project manager in charge of the Seating Gallery’s development, says: “Apart from ensuring that the Seating Gallery and Floating Platform were safe from lightning, we also conducted line-of-sight checks from all levels of the Seating Gallery so that spectators can enjoy an unobstructed view of the Floating Platform regardless of where they are seated.”

right: Members of the project team, L–R: Tan Hian Nam, Freddie Woo, Lim Yoke Beng, Manmohan Jit Singh, Vynna Peh, Lek Jiunn Feng, Tan Tze Leng and Koh Hock Seng

On calmer waters Tricks of the trade The engineers conceived a design made up of pontoons that could be interlocked when in use and taken apart when not needed on the bay. Three other key components were also tied to the platform: connectors to lock the pontoons, a detachable mooring system to anchor it, and access bridges to link it to land. Racing against a tight deadline, the construction was split among three of Sembcorp Marine’s seven available shipyards. Precision, especially for the connectors, was key because if they were off by even a few millimetres, it would be difficult to assemble the 15 pontoons into a large platform. “With all the precision work that had to be done in the time we had, half of our engineers had to be deployed for this project as all the components had to be tested by research institutions and that took time,” explains Freddie Woo, senior vice-president and head of specialised shipbuilding at Sembcorp Marine. “On top of that, there was also a need

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to meet the regulatory requirements of various government agencies.” A mooring system with six columns anchored the platform in place. These were locked to piles rammed deep into the seabed, which allowed the platform to rise and fall with the tides. DSTA’s senior principal engineer Lim Yoke Beng of Land Systems Programme Centre, who was also the project’s programme manager for the Floating Platform, explains: “This prevents the structure from moving sideways, or back and forth. We wanted the platform to be stable and at the same time float along with the changing water level in the bay, something like a yacht berthing pier.” Three bridges were also designed to correspond with the ascent and descent of the platform. And they were configured in a way that would allow masses of people and vehicles to move in and out at the same time. Once all the components were ready, they were transported to the bay, assembled and rigorously tested with the various loads the

It was significant that DSTA, whose primary work is on strengthening Singapore’s defence, was called upon to lead the project. Assistant director (planning and control) Tan Hian Nam at DSTA’s Naval Systems Programme Centre, who was also the project lead for the Floating Platform, is delighted that DSTA’s engineering skills – honed on defence systems – were

below, clockwise from left: Full-scale prototype load testing Extensive load testing was conducted on the platform Hydrodynamic model testing Tugboats transferred the 15 pontoons to Marina Bay

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harnessed to build the Floating Platform and Seating Gallery. He says: “Most of us who worked on the platform usually work on projects for the Army, Navy and Air Force. But this project was our contribution to Singapore’s social and recreational needs.” The Floating Platform was initially intended to host only five NDPs, as a stopgap measure until the Singapore Sports Hub was ready to take the National Stadium’s place. But it has since staged eight editions, much to the engineers’ immense satisfaction. Manmohan Jit Singh, Sembcorp Marine’s assistant manager of engineering, says: “After many years, it still gives me a sense of pride whenever I talk to my family and friends about building the Floating Platform.” Despite the challenges, Vynna fondly recalls the intense atmosphere while working on the project. “It’s a rare project, and I put my heart and soul into it. It was like giving birth to a child.” With the Marina Barrage in place since 2008, tidal currents from the sea have been shut out. The platform now floats on calmer waters that no longer rise and fall as much. Hock Seng observes: “It’s quite still after the channel was dammed. Few people know that the platform floats. Others, who don’t feel and see that it moves, think it’s a concrete structure. It’s a testament to the sterling work of our engineers.”

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THE SINGAPORE FLYER

WHEELING a RECORD HIGH M

ak Swee Chiang entered engineering school largely because of the influence of his parents. He was good at maths and physics, so he thought, “Why not?” He admits he was not driven by any sense of mission then, but went along because to him engineering seemed like a good field to get into. Fresh out from school, Swee Chiang’s perspective on engineering underwent a steady conversion to a conviction that was much more than what he had previously thought. Hired by Arup, the wet-behind-ears engineer was thrown into the deep end of the profession: to help design an observation wheel. Singapore Flyer rolled out its plans in 2003 to build it on prime land in the Marina Bay area. It was to be one of the pearls on the “necklace

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above : Members of the project team, L–R: Mak Swee Chiang and Andrew Henry opposite page: Stages of construction: The wheel was erected in a “pie-slice” fashion. The wheel was rotated until all segments had been installed

the British capital’s icon and knew the twists and turns of giant wheels. “But this system was too heavy and would pile stress on the wheel that was going to be built on soft ground conditions,” he adds. “During the occasional Sumatra squalls that we get in Singapore, the strong winds could affect the stability of the passenger capsules on the wheel. The cost of emulating the London Eye would have been higher, too, because more materials would have been needed to build and stabilise the giant wheel at Marina Bay.” To solve the problem, his engineering team devised a �D system that puts a lower load on the Flyer’s cables. “The column, a twolegged support structure, bands the cables together to hold up the rim,” Andrew explains. “A three-storey terminal was also built, not to Creative tension just accommodate shops and food outlets, but The original plan was to adapt the �D also to serve as the foundation for the giant traditional triangular truss system that holds the rim of the London Eye, says Andrew Henry, observatory wheel on a ground that has up to 30m of mostly soft marine clay.” Arup’s principal. He had a hand in designing of attractions” in downtown Singapore. Towering at 165m, or 42 stories high, it had to be a must-see, must-do tourist attraction in Asia. Above all, it should not be just another big London Eye, but something unique. It was a tall order. Apart from size, the engineering team had to design a wheel that was cost-effective to build on soft ground conditions and in a tight space. Swee Chiang was about to learn the fine art of engineering design from the masters of the trade that textbooks don’t quite teach. “I started off my career on this project when I graduated,” the Arup associate muses. “So this is actually quite dear to my heart, a young engineer working on a big project that’s challenging and iconic.”

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upright,” Andrew points out. “The Singapore Flyer had to be built straight up between two supporting columns.” No individual can solely claim credit for the colossal feat. “A lot of our work is team effort rather than that of a single person,” says Swee Chiang. Like the Flyer and other engineering projects, it’s always a team that is behind a successful project. It’s very hard to single out a person and say he or she made it shine.” Engineering the design for the Flyer was the cumulative work of Arup’s offices in Singapore and London, while Japanese contractors were hired to test the innovative ideas and build it. And coordinating the different teams was Andrew’s responsibilities. “To come up with engineering innovations for a project that is unprecedented, we needed to pick the brains of experts from all over the world to gain a wider perspective on possible solutions,” Andrew insists. “Engineers must always go beyond their boundaries and see how things are done elsewhere. This broadens their horizons. You can distinguish those who have a worldly exposure.”

below: The Flyer (left) takes riders almost twice as high as the Statue of Liberty (about 42-storey high). It occupies a prime site in Marina Bay area (right) and is part of the “necklace of attractions” of downtown Singapore

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overcoming issues. The creative element and the artistry are not articulated often enough.” Both Swee Chiang and Andrew are understandably elated in what they achieved with the innovative ideas that went into the Singapore Flyer. But the satisfaction of accomplishment as engineers came later in their careers, when they saw how communities benefitted from their ideas and work. “If you like solving problem for social good, engineering is the best way to do it,” says Swee Chiang. “I got into the profession thinking it complemented my abilities. I have since come to see engineering as a mission to help society improve.”

Designing solutions

Chimes in Swee Chiang who was a graduate engineer during the project: “To keep the wheel stable, it had to be tied to the ground. Foundations were laid and piles driven into the soft ground to hold it down, with the terminal building supporting it. At the food court there is a concrete slab that people usually sit on. That slab is actually holding the wheel up. It resolves all those horizontal forces.”

Buckle-proof It was also significant that unlike the London Eye, which was created by a team led by architects, engineers were at the forefront of the Singapore Flyer – a position that allowed them to identify and solve problems more efficiently. The demands of the Singapore project, which required a unique slimmer and lighter design, made this even more critical. No other

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structure like it had been designed before, and a series of robust analyses, such as determining stress levels, had to be conducted to make sure the giant wheel, with its cables and trusses, didn’t buckle when it was put into operation. “It would be like the wheel of a bicycle that gets contorted if there isn’t enough tension in the spokes attached to it,” explains Andrew. Extensive research and wind tunnel tests were also carried out to ensure passenger capsules on the thinner and lighter rim of the Singapore Flyer remain stable during strong windy conditions, especially from the short and sharp forces of the Sumatra squalls. Because of limited space and the threestorey building it stands on, the Singapore observation wheel could not be installed like its predecessors all over the world. “The London Eye was laid down and put together on the Thames River before it was pulled

clockwise from top left : Putting the capsule and rim segment through wind tunnel testing

Design is not often seen as a critical component of an engineer’s work, but Swee Chiang believes it needs to get more exposure. “We are always talking about engineering in terms of solving difficult problems, but seldom about an engineer behind a design who is creative in

View from the northwest during construction The Flyer rim is a “third generation” 2D lattice truss

“Engineers must always go beyond their boundaries and see how things are done elsewhere. This broadens their horizons. You can distinguish those who have a worldly exposure.”

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Today, the seven towers that make up Pinnacle@Duxton, which rises to a height of 156m, are the tallest public housing buildings in the world. The iconic structure in Tanjong Pagar turns the page on a new chapter of engineering possibilities. In a nation where skyscrapers are ubiquitous and seem to encroach upon the natural greenery, Pinnacle@Duxton exemplifies the concept of living in a park in a crowded city, says Lawrence Pak Yew Hock, HDB’s director of construction productivity. “Pinnacle@Duxton created more spaces above ground and the incorporation of sky gardens in public housing is becoming commonplace,” Lawrence points out. The SkyVille and SkyTerrace in Queenstown and Waterway Ridges in Punggol are among newer projects that took their cue from the Pinnacle@Duxton.

Charting a new path

PINNACLE@DUXTON

TOWERING to NEW T HEIGHTS

he Pinnacle@Duxton on Cantonment Road marks the continuation of a public housing legacy in Singapore. Duxton Plain, where the 50-storey blocks of apartments stand, was the site of the first two 10-storey Housing & Development Board blocks of rental flats in Tanjong Pagar in 1963. These were some of the oldest HDB flats.

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Building at high altitudes also meant that there was a greater risk of water seepage due to strong gusts of wind. Lawrence, who was director of upgrading programmes during the project, decided to make an unorthodox construction call to prevent the flats from getting damaged. “In normal construction, the window frames are done after all the structural works have been completed – it is secondary in the project,” he says. “But in this case, since the facade was going to be prefabricated in the factory, we built in the frames together with the facade when it was constructed.” This means that workmanship of the individual worker was no longer a concern, as everything was done in a quality-controlled environment, and the team could ensure they were water-tight.

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opposite page: Members of the project team, L–R: Lee Boon Gee, Lawrence Pak Yew Hock, Yap Tiem Yew, Jonathan Loh Chien Yong, Teo Soon Tiong and Chee Kheng Chye below: Pinnacle@Duxton opens up more spaces above ground that is now becoming commonplace in public housing

The brilliance of the project, which began as an international competition in 2011 and organised by the Urban Redevelopment Authority, lies not just in its sheer height but also its unique design features. All seven towers are linked together at the th 26 and 50th floors via skybridges that support a variety of trees and plants above ground. Spanning 500m each, these two sky gardens are the longest in the world. They serve as recreational spaces – complete with a running track – that are hard to come by in a densely urbanised plot of land. In charting a new path for urban planning and design, the Pinnacle@Duxton was an ambitious undertaking when construction began in 2005. Construction methods had to be examined carefully and, in some cases, even modified to ensure that the building’s integrity would not be compromised. For instance, many of the Pinnacle@ Duxton’s facade elements were prefabricated so that workers could combine the large pieces – measuring about 7m long each – quickly and reduce the duration of construction by 10 to 12 days. This ensured that the construction would not be delayed and disrupt the surrounding homes and businesses.

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Safety takes precedence The most challenging aspect of the Pinnacle@ Duxton’s construction was the skybridges. Lawrence, a veteran of 30 years at HDB, explains: “It was the first time we were using steel for structures at such a high altitude. We had to make sure the design of the 12 bridges fulfilled all safety requirements. It is always safety first for us.” Due to the high risk of linking the towers together, bridge specialists from the US were brought in as independent consultants to make sure that no potential flaws had been overlooked. Lawrence and his team also had to factor in a slew of issues when planning began. One of these was strong winds that could have had an impact on workers and the construction. “As we had to raise the skybridges at very high levels, engineers had to develop new standards, protocols and safety measures,” he points out. “We had people keeping tabs on the weather because if wind speeds went past a certain level, or if there was lightning, all work had to be halted.” Engineers conducted a dry run to fit the skybridges, and once they were satisfied with the processes, took them apart and ferried them to the worksite at Duxton. Reassembled and welded into place, the bridges were then lifted up to the 26th and 50th floors. When weather and wind conditions permitted, the bridges were lifted at the rate of 30cm a minute. “A lot of the precision work was done on site and we had to proceed slowly and carefully because other construction work was taking place at the same time,” says Lawrence. “Pinnacle@Duxton and especially the skybridges were the result of teamwork and careful planning by our engineers. On an iconic project, this is especially important because thousands of people were working every day. We needed to coordinate and work with groups of people to deliver a project of this scale.” Looking back, Lawrence says the ability to connect and relate with people was especially important. In engineering the Pinnacle@ Duxton, this included rallying a large group

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“I want to leave a legacy of quality, beautiful homes and a greener environment.” right : Installation of the skybridge

of people towards a common goal and vision. “You’ve got to create that vision, transmit it, and make sure everybody works towards it,” he adds. That common goal encapsulates what engineering is all about and never exclusively about steel, concrete, and nuts and bolts. And at the Pinnacle@Duxton, the end goal of engineers, which was to improve people’s lives, stands out remarkably.

It’s all about the people

opposite page: The first 50-storey public housing built in Singapore that incorporates recreation space and garden above ground

In the 1980s, Singapore’s founding Prime Minister Lee Kuan Yew planted two trees, a jambu air and a nutmeg, at Duxton Plain Park to commemorate a milestone in public housing. The two old HDB blocks may be gone, but his vision for a garden city for Singaporeans lives on in the two trees. They were carefully removed before construction began, and replanted and integrated with the modern architecture. For a project that pushed barriers of what public housing can be, Lawrence takes

immense pride in being part of the engineering team that brought it to reality. “It’s not every day you happen to be associated with the tallest public housing building in Singapore – and the world,” he says. “As an engineer, there’s also a personal legacy of what I can contribute to Singapore, in the sense of helping our people become a much more advanced society. This is what engineering does, to keep improving the world we live in.” In a city as small as Singapore, Lawrence believes engineers are among the country’s greatest resources. Whether it is finding solutions to increase mobility, design more medical support facilities for the elderly or create spaces for a growing population, engineers are the ones society turns to for answers. “For me, my motivation is to see how we can develop better quality housing and to deliver them fast,” Lawrence enthuses. “I want to leave a legacy of quality, beautiful homes and a greener environment.”

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MARINA BAY SANDS

BUILDING the PERFECT JEWEL W

left: Singapore’s new waterfront resort includes three 55-storey hotel towers that are topped by the 1.2ha SkyPark

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hen the media asked Las Vegas Sands founder and chairman Sheldon Adelson in December 2009 his thoughts on another integrated resort opening in Singapore ahead of his property at Marina Bay, he was unfazed. “We are not in the business to be open for a week or two. We are going to be around for decades,” he answered. “We want to do it right. You don’t get an award, you don’t get a gold star on your forehead for being the first one to open. We are going to open when it’s right, when everything is perfect.” Sheldon was building an icon and wanted a global head-turner in the Marina Bay Sands. And he hired only the best to get behind his project – renowned architect Moshe Safdie and top engineering firm Arup as designers. It had to be perfect. But the start was far from easy. “On the engineering front, the construction of Marina Bay Sands was very complex. This was because the Marina Bay area comprises reclaimed land which requires special considerations and complicated below-ground work,” says George Tanasijevich, CEO and

president of Marina Bay Sands. “It looked like an impossible task at first – developing on soft reclaimed land, and marrying that with neverdone-before building structures.” As the point man in the team that won the Marina Bay IR bid in 2006, George knew what he was talking about. He worked with talent spanning the globe, across development, construction and design teams, to meet the aggressive timeline for the completion of the integrated resort.

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They had to be sure the leaning towers were going to be stable during the construction phase and after they were completed. The team did rigorous studies and evaluations to consider their options. They settled on a temporary solution to prop up Towers 1 and 2 with post-tensioned and steel strutting systems, and installed permanent link trusses on the 23rd floor of both towers.

Making of an icon When the Marina Bay Sands finally started welcoming guests in April 2010, it captured the imagination of the world. Some dubbed it the eighth wonder of the world. Rising 200m from the ground and resting on the hotel’s three towers is a 1.2ha tropical oasis in the shape of a gigantic boat called Sands SkyPark. It has room for four-and-half A380 jumbo jets and an infinity pool that seems to stretch forever. The superlatives flowed and no one doubted it is an architectural and engineering marvel. But behind the plaudits lie several structural challenges that Arup had to resolve. The task for its engineers was to bring to life the client’s vision, says See Lin Ming, Arup’s principal and buildings group leader. “It had to stand out in the skyline. There were already many iconic structures in the area – Esplanade, Singapore Flyer, Marina Bay Financial Centre – so when we started work on this project, we were very aware that we were building the jewel of Marina Bay.” Apart from how to build, lift and install the Sands SkyPark, the three towers each had two parts. They were straight on the side that faced the bay and slopped in front of the East Coast Parkway. Only two towers, 1 and 2, had dramatic curves that, in addition to winds, would produce horizontal load forces as they lean against their vertical halves. The engineering team were up for the massive task. “The main challenge was how to come up with a simple form of structure system, considering the buildings’ complex geometry, that would not prolong construction time unnecessarily,” says Rudi Lioe, Arup’s associate engineer.

clockwise from top: As it was built on reclaimed land, the Marina Bay Sands needed special engineering considerations The cantilever that extends 66.5m and 200m above ground from Tower 3 is supported by a post-tensioned box girder design Hoisting of bridge truss Constructing the leaning tower

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Securing the ground Apart from the hotel, an expo and convention centre, a luxury mall, a pair of crystal pavilions on the water and the ArtScience Museum make up the Marina Bay Sands integrated complex. Phillip Iskandar, senior geotechnical engineer at Arup, says the massive construction posed a whole range of challenges. “The site is about 16ha. It’s a vast site and on reclaimed land with soft marine deposit as thick as 30m where the hotel and convention centre were going to be built. Because it is a

“We pulled off the seemingly impossible and took our chairman’s bold vision from idea to reality. Seven years after we opened, Marina Bay Sands remains one of Singapore’s top attractions.” right: Members of the project team, L–R: Joe Lam, See Lin Ming, Rudi Lioe and Philip Iskandar

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large area and construction of all structures had to be carried out simultaneously, excavation was managed in zones.” To overcome the challenges of bulk excavation, the engineering team employed reinforced concrete cofferdams – dry enclosures – to begin construction without the need for conventional support. Circular in shape and up to 120m in diameter, they were among the largest used in Singapore and that Arup has ever deployed. “Because of their shape, these retaining walls do not require any strutting,” explains Phillip, who was graduate engineer for the integrated resort’s basement, structures and foundation. The team’s biggest challenge, which experts describe as one of the world’s most difficult in engineering, was the Sands SkyPark. At 340m long, spanning across the three towers and with a cantilever that extends into the air at 200m, it boasts of the world’s longest infinity swimming pool at that height.

“The innovative solution we used was to build them as separate structures first,” says Rudi, a senior structural engineer at the time. “Each of them went on each tower, and the portions that link one tower to another is designed in a way that they can accommodate the different movements of the towers. As with any skyscraper, movements during periods of strong winds are common.” Construction of the connecting structures was done on the ground before they were hoisted to their positions on top of the towers. Between each building is a gap of about 50m and the buildings had to be linked with bridges. “Each individual piece of the bridge took about a day to lift,” he adds. “But that was only the beginning. With each bridge consisting of three pieces, the entire process of lifting and fitting took months.” Getting the three pieces up to that height was tricky because they had to contend with traffic on the East Coast Parkway. It made heavy lifting in that zone dangerous and had to be carried out only with strict safety measures in place. Beyond linking pieces of the SkyPark, the observation deck juts out into the air on Tower 3. The 65m cantilever is the longest in the world on a building. The question was, Rudi asks rhetorically, how to build such a long cantilever 200m above ground. “We employed very strong steel structures, tapered to maximise and optimise the structure system, that did not compromise the elegant and slim profile the architects wanted.” For the tip of the cantilever – the longest piece – they constructed it in parts and lifted them in sequence as they did with the rest for the SkyPark. “We segmented the structure into several parts and they were lifted one at time,” says Rudi. “To make sure visitors on the observation deck felt safe and comfortable, a system to dampen vibrations was installed. When the wind induces any movement or vibrations, the damper absorbs most of them.”

Mission accomplished The three years it took to build Marina Bay Sands was clearly an accomplishment given the massive scale and engineering ingenuity that went into it. “For this scale of project to be completed from the design stage to construction, it was done in a really quick time,” says Lin Ming. “A lot of thinking and innovation had gone into speeding up the work.” After all the challenges the team overcame, their creation is now an iconic part of Singapore’s modern image and identity. “We pulled off the seemingly impossible and took our chairman’s bold vision from idea to reality. Seven years after we opened, Marina Bay Sands remains one of Singapore’s top attractions,” George promises. “But our job is never done. We will continue to reinvest in Marina Bay Sands to match its architectural and design finesse.”

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clockwise from top left: The cantilever, under construction, is the longest in the world on a building Filling up the Infinity swimming pool, which is also the longest in the world The circular cofferdam is among the largest employed for any project in Singapore

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A Cross-section

Plan

Structural diagrid

ARTSCIENCE MUSEUM

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round the necklace of attractions at Marina Bay, three gigantic towers that appear to have a boat sitting on them are the star attraction. When it opened in 2010, the Marina Bay Sands integrated resort quickly became a global icon. Another equally stunning structure caught the world’s attention, too. To many, it resembles a lotus flower floating on a pond. To others, a welcoming open hand with 10 fingers. And it seems to defy gravity. This is the ArtScience Museum, an engineering marvel that has 21 gallery spaces and a total area of 50,000 square feet. But like all structures with unusual shapes, several difficulties had to be resolved before it could sit at the water’s edge. Renowned architect Moshe Safdie designed the iconic structure and an equally reputed engineering giant, Arup, built it. Both worked on the entire Las Vegas Sands-owned project at the Marina Bay and this was the final piece that crowned the integrated resort. “The building is quite unique,” says Joe Lam, Arup’s associate principal who was then senior engineer. “It’s more like a sculpture that functions as a building. Unlike most structures that adopt a straightforward design, this goes beyond convention. It poses a challenge to how this building was going to stand. But it was made very clear from the start that this project needed to be to Singapore just as what the Opera House is to Sydney.”

Tricks of the trade The structure has an asymmetrical shape, where one side of the “lotus flower” is bigger than the other. It naturally should keel over. This was Arup’s first major challenge. Next was the force of the extreme load from the bigger shape at the top pushing down onto the narrow base. To form the unique shape of the museum, steel frames were used but the highly complex geometry required Arup to employ an innovative 3D parametric modelling technology, Building Information Modelling, or BIM. As they were working within a tight deadline, BIM significantly reduced the time needed to model the structure and made communication

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below: The lotus-shaped ArtScience Museum is designed as a symbolic gesture of welcome to guests from across the globe

easier and faster among engineers, architects and owners of Marina Bay Sands. “The museum was such a complex structure that everything from start to finish was done on BIM,” says Joe. “While it’s now common for buildings to be designed and planned on BIM, this wasn’t the case in 2006. ArtScience Museum was one of the first in Singapore to use this technology, which required thorough cooperation among the various teams involved.” With the technology, architects first provided a model, and the engineering team then consulted and coordinated with them on creating the design. This helped a great deal because architects planned for the centre of the ArtScience Museum to be free of columns. It’s based on a sustainability concept that called for rainwater to enter through an oculus,

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a hole in the roof, and collect in a reflecting pond. The water is redirected to the flushing system of the building’s toilets. And there were a lot of deliberations going back and forth between the three parties on solutions they could agree on which without BIM the project would have dragged on.

Lord of the rings

below, clockwise from top left: The creation of the complex structure relied heavily on the use of the Building Information Modelling technology

“Usually in buildings, you have concrete beams on every floor, but the architects wanted this area to be free of them,” recalls Joe. “After several rounds of discussion on various options, Arup came up with an innovative solution that uses rings. At the top, on the roof, we installed a tension ring and underneath the structure a compression ring.” The top ring stitches the 10 “fingers” together and creates a tension pulling inwards to the centre and kept them in place. Supporting the tension ring below is a circular diagrid made of steel frames running all the way down to the foundation of the structure.

Globalising our City

Underneath the “hand”, the compression ring acts as a resisting force against the fingers leaning back. A colonnade of mega-columns also works together to protect the diagrid from the gravity forces of the structure pushing down on it. “The overall structure is configured to withstand forces caused by wind and unbalanced gravity loads – demands for which this solution is particularly efficient,” says Joe. There were external challenges that were not as difficult. Construction of the ArtScience Museum coincided with work on the promenade beside it and the Helix Bridge further away near Bayfront Avenue. “We resolved this by digging a temporary tunnel big enough for trucks to transport building materials to the worksite,” adds Joe. “But it was big enough for only one truck and the coming and going of heavy vehicles had to be coordinated.” The architect Moshe is known for penning dramatic curves and arrays of geometric patterns in his designs that push engineering

“There is a certain sense of accomplishment in completing a challenging task and turning a vision into reality.”

right: Members of the project team, L–R: Philip Iskandar, Rudi Lioe, Joe Lam and See Lin Ming

boundaries. Joe and his colleagues are glad they had crossed paths and created something that went beyond those limits. “For a project as visible and ambitious as the ArtScience Museum and Marina Bay Sands, this is the type of satisfaction that engineers crave for,” says Joe. “There is a certain sense of accomplishment in completing a challenging task and turning a vision into reality.”

Nothing too tough The goal was about meeting the intent of the architect drawing something visually engaging, Joe emphasises. “There is nothing that does not have an engineering solution. It is always a matter of devising one that best fits the architect’s design, no matter how complex it may be. And we have demonstrated this with the ArtScience Museum.” See Lin Ming, Arup’s principal and buildings group leader, agrees. “For a project

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like this, you have to give everything to accomplish your goal. It becomes part of you, there is a sense of belonging and the satisfaction is guaranteed.” Working with other engineers, architects and consultants, the Arup team knew this job would be a badge of honour when it was completed. “There was no question when we started this was going to be a demanding project that would challenge our creative and innovative abilities,” Joe points out. “But we put our heads together and picked off every target that came our way.” ArtScience Museum may be a piece in the entire Marina Bay Sands project. But it is propelling Singapore on a bigger cultural stage. It is home to permanent exhibitions and host to touring exhibitions from other museums, showcasing works of art, science, media, design and technology. And it is the art of engineering that made this possible.

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They had to be housed in cooled conservatories to thrive in Singapore’s heat and humidity. This posed huge challenges for engineers as they were designing two of the world’s largest glass greenhouses which also had to be sustainable. Building and running conservatories that replicate cool climates round the clock require enormous amount of energy, and the plan was for the cooling of these conservatories to run on its own power. Spanning a total area of over 20,000 square metres and reaching a height of 58m, engineers had to resolve two other key issues: How to cool air in such cavernous structures in the lower areas that are critical to the survival of plants and comfort of visitors, and how to shade them against the penetrative rays of the tropical sun.

A cool deal

GARDENS BY THE BAY

A MASTERPIECE of IDEAS

At the heart of the engineers’ masterpiece is an environment-friendly biomass plant that produces energy from organic matter, mostly horticultural waste from the Gardens and other parts of Singapore. It produces 900kw of electricity for the chillers to simulate the dry climate of the Mediterranean in the Flower Dome and moist conditions of the Tropical Montane regions in the Cloud Forest conservatories. That’s not all. The burnt waste is not discarded but used as fertiliser for the plants at the Gardens. The heat generated from this

opposite page: Members of the project team, L–R: Andy Kwek, Michael Chin and Lim Chin Huat, Johnny below, from left: Eighteen Supertrees, which range from 25m to 50m tall, serve as vertical gardens to showcase plants Gardens by the Bay boasts two of the world’s largest glass greenhouses

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process is channelled to run the absorption chillers and restore the desiccant – the liquid that removes moisture from humid air – to its dry condition. Desiccant was employed for the first time in Singapore but is commonly used in the United States to cool industrial buildings. The plant at the Gardens at the Bay, in essence, saves more energy than conventional systems. Johnny Lim, who was lead mechanical engineer for Gardens by the Bay, says another technology that made its debut in Singapore was slab cooling. Chilled water pipes were installed into the floor slabs to allow cool air to settle at lower level, meaning that a smaller volume of air needs to be cooled – resulting in an even less energy consumption. “We had to modify the system because of the difference in temperature and humidity that was required,” explains Johnny, who has since left the organisation.

Shade in the heat Intense sunlight penetrating the cooled conservatories was another issue the engineering team had to resolve. Extensive studies were undertaken to select the bestsuited glazing panels for the façade to allow maximum light into the conservatories but minimum transfer of heat. “Each panel covering the conservatories has a bespoke shape and we had to design them in a way where every glass fits at the right place,”

he idea was simple enough: To build an icon in the business district that showcases Singapore as a “city in a garden”. But realising this vision was not as simple. The proposed Gardens by the Bay had to host exotic plants from around the globe, including those from cool climates of the Mediterranean and Cloud Forest regions.

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below: A range of engineering solutions was employed to install the giant Supertree (left) and plant the bottle tree (right) in the massive conservatories that replicate the cool and dry Mediterranean climate Conservatory shading performed by supporting beams and operable blinds

Hot air from Cool Conservatories purged from Supertree and atmosphere

Moist warm air expelled

Hot air purged to atmosphere

Wildlife Connections Rainwater collection and reuse

Breeze created at ground Electricity generated for site and conservatories Flue gases drive ventilation in Supertrees

Fans located under walkways to create air movement

Irrigation to Conservatories

Heat for dehumidifier

Clean water discharge to reservoir

Water storage and cleaning Irrigation Bio-waste from Gardens burnt to create power

Greenwaste from Gardens

Fertilizer

New plant material for garden and market

Seedlings and cuttings

Ash from biomass furnace used for fertilizer

above: The Cool Conservatories and Supertrees are an integrated system that showcases the application of sustainable energy solutions. Schematic diagram demonstrating the symbiotic relationship between the two

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says Andy Kwek, Gardens by the Bay director of conservatory operations and engineering. Together with the Supertrees, vertical gardens that display plants on a scale never seen before, the suite of technologies that went into making the Gardens a visual treat saves at least 30 per cent in energy consumption. The vast collection of plants and trees at the 54ha site across the highway from the Marina Bay Sands has been hailed as one of Asia’s top attractions. The conservatories, with their column-free structure and cool comfort, are top draws for both Singaporeans and tourists from around the world. Unique in South-east Asia, the engineering solutions applied to build the Gardens have earned plaudits from engineers across the globe as well. But by and large, the engineering breakthroughs go largely unnoticed outside the engineering fraternity. “Everyone just wants to enjoy the plants and doesn’t seem to wonder about the engineering efforts that made it

possible for them to thrive in the conservatories in the tropics,” says Michael Chin, Arup’s principal and who was façade engineering leader on the project. “No one pays attention to the suite of cutting-edge technologies that had gone into the development of the Gardens.”

Work that never ends Public perception, says Andy, who was then assistant director of development, is that engineers are mostly thought of in terms of post-project work and not the people behind the conveniences and attractions created for them. “We are associated with maintenance of structures and systems when breakdown happens,” he adds. “But our job entails a lot of creative ideas such as how do we build conservatories that require cooling and at the same time minimise the operation cost. It requires a whole range of solutions from engineers with different specialties.” The work of engineers doesn’t stop after the Gardens by the Bay closes for the day.

It goes on round the clock. “Every night, the engineering team is running around, making sure that all systems are working, because if anything malfunctions for even just a day, the price we’ll have to pay is high. Plants will suffer and visitors will stop coming. The work of engineers is critical in keeping the Gardens running smoothly as a venue that entertains Singaporeans and tourists.” While the average person has yet to fully appreciate the roles engineers play, they have not gone unnoticed among their peers in Singapore and around the world. Their work is reflected in several awards the Gardens has won, including the prestigious Annual THEA (Outstanding Achievement), Building Performance (International Project of the Year) and MIPIM international awards in 2014. It also picked up the best Asia-Pacific theme park accolade from Travel Trade Gazette and Travel Weekly in 2015. Since its opening in 2012 till 2015, the Gardens hosted 24.4 million visitors. This is an illustrious feather in the cap for the project’s real heroes – its engineers.

“Each panel covering the conservatories has a bespoke shape and we had to design them in a way where every glass fits at the right place.” from left: 3,332 glass panels of 42 different shapes and sizes were needed to cover surface area of the flower dome Changing displays in the Flower Field reflect different seasons

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right and below:

KEPPEL BAY

REINCARNATING a DOCKYARD

The relocation of Keppel Shipyard (right) in 1999 freed 32ha of prime land that now makes up the waterfront precinct (below) of Keppel Bay’s waterfront residences, a private marina and Grade A office spaces

he British built the first one in 1859. At the height of the Keppel Harbour yard operations more than a hundred years later, four docks were built to enable ships of various tonnages to undergo repairs simultaneously. The second largest in the world built there was the King’s Dock in 1913. One of the fastest working ship repair docks in Asia during those days was Queen’s Dock which started operations in 1956. In the 1980s, the Keppel Harbour yard at Telok Blangah Road was a maze of vessels docking, getting repaired and sailing away. Machine shops and all the accoutrements of ship repair populated the shoreline. Today, the waterfront resembles a Caribbean resort, a distant cry from the heady days of industry. Plans to redevelop the area began in August 1991, when Keppel Shipyard decided to consolidate operations at its Tuas base. The move was completed eight years later, freeing up the prime real estate to be developed into a lifestyle haven. The entire area is part of the government’s Greater Southern Waterfront master plan, and what is now Keppel Bay is widely hailed as its jewel, an engineering masterpiece. “The vision was to create a world-class waterfront precinct,” explains Keppel Land CEO Ang Wee Gee.

150-year legacy An iconic enclave of towering buildings and villa apartments fronts Singapore’s southern waterfront. Docks have been transformed into water channels that give a Caribbean ambience. A marina of luxury yachts sits where cargo ships once sailed past. On the private Keppel Island across the shore, where vessels used to dock to refuel, is the marina’s clubhouse. Beneath the waters, marine life teems.

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But the shipyard’s reincarnation as a mariner’s playground was anything but plain sailing. There was a lot of history that still lurked beneath the surface when engineers began work and were left to deal with them as they went along. “Old sketches of the shipyard were done by hand and were inaccurate,” says Paul Lau, Keppel Land’s general manager of projects and who was senior manager at the time. “So while we were excavating and driving piles, engineers came across previous structures buried underground, such as pump rooms. Had we known about those things beforehand, we would have dug them up first. But the docks were more than 150 years old.” In remaking the landscape, engineers had to reclaim the outer edges of the old wharf to broaden the waterfront and create a 750m shoreline. A new bridge and promenade were built, linking Keppel Island to Labrador Nature Reserve, HarbourFront Centre and VivoCity.

All clear ahead But the massive scale and complexity of the project presented engineers with multiple challenges, one of which was to manage the development of Keppel Bay in a way that its value could be maximised.

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“This meant that the sea and skyline views were not only preserved, but also enhanced,” Paul points out. “Planners wanted the view from Mount Faber towards Sentosa Island to be clear. To retain the unobstructed view, we worked closely with the Urban Renewal Authority and eventually built four-storey apartments along the shore. These gradually increased in height to no more than 10 storeys.” The project’s most distinctive feature is the six towers rising up to 21 and 41 storeys, and as tall as 161m. Each tower of the Reflections 1

at Keppel Bay has two curvatures, gently tapering like ballerinas performing a croisé devant in Swan Lake. “Those curves in the towers were immensely difficult to pull off, and they challenged the best brains in engineering and construction,” says Paul. “To achieve the curves, the plate of each floor is held in position by six circular columns, which are inclined at different angles. Special circular moulds were fabricated to construct these columns, each of which came with fine adjustment controls.” With Keppel Island converted into a clubhouse for the marina, a 250m bridge was built to link it with the mainland. A pylon towering 50m from the waterline supports the deck with seven asymmetrical cables. But building the longest cable-stayed bridge in Singapore, in the midst of constant shipping traffic especially from the nearby International Cruise Centre, meant engineers had little space to work with. Precast concrete measuring 2.7m to 3.5m was instead made and transported to the site. But with the Sentosa Island Cable Car also in 3

above: Members of the project team, L–R: Phan Choo Hin, Lee Ang Seng, Song Wee Ngee, Paul Lau, Steven Huang and Lim Tuan Cheow opposite page: 1: Reflections at Keppel Bay

“It makes me proud as an engineer that I had a role in its transformation into an iconic Singapore landmark.”

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2: Corals at Keppel Bay 3: Marina at Keppel Bay 4: Marina at Keppel Bay is home to a kaleidoscope of coral reef life 5: Keppel Bay Bridge provides access to Keppel Island

the neighbourhood, height restrictions were imposed on floating cranes that were needed for the work. “As the height of the central pylon for the bridge was restricted by the cable car, our engineering design team had to factor in the total weight of the bridge, which in turn, imposed challenges on the width and span of the bridge,” says Paul. “It was a challenge to get it right because we not only had to provide a road link between the island and mainland, but also walkways for people to cross the bridge.” And although Keppel was already working with the Maritime Port Authority to prevent mishaps, with cruise liners constantly passing by, engineers took extra measures and installed 11 collision-protection barriers that could withstand the impact of gigantic ships.

Coral reef at home Perhaps the most important work engineers undertook in the Keppel Bay project was environmental. Before construction began,

coral fragments were harvested from the waters around the bay and moved to a nursery on Keppel Island. When the construction phase was over, they were transplanted to reef structures at the King’s Dock, which was converted into a channel, in front of the Corals at Keppel Bay residences. “The former shipyard is now home to a thriving array of corals and marine life,” says Paul. “Ecology and sustainability were key considerations in planning that area of Keppel Bay. It wasn’t just about building the residential complex, but also about taking care of what was in the waters. We now monitor and chart the growth of the coral reefs.” Paul takes great pleasure in narrating the achievements of his team of engineers in turning the former dockyard into Keppel Bay. “When I am there with my friends, and tell them what it was previously, they are always completely amazed. It makes me proud as an engineer that I had a role in its transformation into an iconic Singapore landmark.”

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SINGAPORE SPORTS HUB

ENGINEERING a GLOBAL SPORTS ICON Giant louvres provide shade and keep out the rain

Insulated metal roof reflects sunlight to reduce heat gain

Retractable roof provides shelter during events

Roof designed to allow natural ventilation which reduces the energy needed for cooling

the stadium and fitted onto a compact and tight 35ha site overlooking the Kallang Basin. In addition, the hub had to be connected to various modes of transportation – pedestrian and cycling networks, park connectors and the MRT. The new 55,000-seat stadium, along with a 6,000-seat aquatic centre and a 3,000-capacity indoor arena, also had to host a wide range of sports and entertainment events all year round. It meant the stadium had to have a retractable roof to address Singapore’s unpredictable weather. Thunderstorms are a frequent occurrence and, depending on severity, events in the past had to be cancelled, postponed or continued at the expense of drenching fans and performers. Out of several design entries, SportsHub Pte Ltd was victorious in January 2008 with a concept that embodied the spirit of Sport Singapore’s Vision 2030 of getting everyone in Singapore involved in sports. Leading the engineering design was Arup, global specialists in stadium design.

Dome roof, a world marvel The roof had raised key issues that engineers had to resolve, namely how to cover both the seating area and field of play using a retractable roof over a dome structure. Other design issues centred on how to keep patrons comfortable in a packed stadium that is in

hen the National Stadium at Kallang opened in 1973, it was described as an impressive firstclass stadium. Praises were heaped from far and wide on the 55,000-capacity arena. Many memorable sports and entertainment events were held there. Come rain or shine, crowds thronged the stadium and witnessed their national team’s greatest triumph in the Asean Football Federation championships in 2005 and 2008. Liverpool, Manchester United and Celtic were some top European football clubs that dazzled there. Pope John Paul II was among

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the luminaries the National Stadium hosted. The stadium celebrated 18 National Day Parades and held three SEA Games. Pop stars Michael Jackson, Bon Jovi, Mariah Carey, Elton John and Billy Joel performed before packed crowds in the arena. By the time the stadium was 30 years old, it was a Grand Old Dame – tired and needed to be replaced. An international design competition was called by the Singapore Sports Council to envision a new global sports venue for the nation. The ambitious brief required nine other leisure and sports facilities to be connected to

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the tropics. Fitting traditional air-conditioners to cool such a large cavernous area was not feasible or sustainable. Arup eventually designed a stadium that is unique and in a class of its own. “The Singapore Sports Hub is an example of how engineering can be integrated with the social fabric of Singapore,” says Mark Channon, chief technical officer of Sports Hub. “It has set a new standard in the same way Singapore has done in the past with flagship developments like Marina Bay Sands and Changi Airport.” As a result of Arup’s engineering and design specialty on sports arenas, the stadium came to possess the world’s largest free-spanning dome. “We did not set out with this objective,” Andrew Henry, Arup’s principal and project manager during construction of the Sports Hub, recalls with amusement. “To be honest, I didn’t know it would end up as the largest free-standing dome roof in the world until well into the project. “All I knew was that it would be large and complex. And as an engineer, you want to know all the connections will work, and the building is actually buildable. For something of this scale, it was no easy feat!” Though the retractable roof looks nothing more than two panels that can move from side to side, the work that went into designing and installing these two gigantic steel sections, each half weighing 1,100 tonnes, was one of the toughest challenges on the project.

above: The Sports Hub is designed to be energy-efficient right: The National Stadium has the world’s largest free-spanning dome

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4,000 square metres of solar panels around the precinct that helps to offset the energy we use for the cooling system with renewable energy. As a result, the system has a zero carbon impact on the environment.”

below: Members of the project team, L–R: Mak Swee Chiang, Scott Munro, Mark Channon and Andrew Henry

above, left and right: The stadium under construction

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The innovations Andrew says that engineers went with the approach of installing winches on the fixed roof. “It has never been done before on other dome roofs in the world – and each was equipped with drive motors that help move the panels. To ensure that the panels don’t slide off the façade, dozens of fail-safe brakes were installed.” In opening and closing, the roof moves on a series of arch-shaped steel trusses that are aligned with its dome form. And as the roof produces immense forces, these are transferred to a 1.5m-deep by 6m-wide concrete ring beam located beneath level three of the stadium promenade. This ingenious engineering solution that Arup designed forms an integral component that supports the weight of the entire roof. “The ring beam and the sub-structure below form the primary support for the roof structure and work together to restrain the lateral thrusting forces of the dome roof,” Mark explains. “Without them, the roof would collapse.” The elegant and lightweight roof comprises a retractable piece supported by a fixed piece. Arup found that less steel was needed to support the retractable roof using a dome structure than it would with a cantilever. The resultant super-efficient shell weighs slightly over 9,000 tonnes in steel weight.

“Our design target was to reduce weight throughout the dome,” explains Andrew. “The result is a dome which uses one-third of the steel weight per square metre when compared to other large span structures of this scale. To quantify how light the steelwork actually is – if you melted the roof down to a flat sheet of metal, it would be only 15mm thick, which is an incredible achievement.” Andrew says that after extensive research into comfort expectations and energy consumption, Arup opted for a naturally ventilated stadium with a localised cooling system. To make the stadium as energy-efficient as possible, passive design solutions were implemented. Shading the seating areas, insulating the roof cladding and installing giant louvres flanking its perimeter decrease the heat inside the stadium. And to reduce the peak energy demand during event days, the “underseat” cooling system was chosen. It can slash 60 per cent of the energy used compared to a conventional “cooled stadium”. The final design solution integrates thermal storage tanks that are pre-cooled before an event. It meets all the demands of providing cool air in a packed stadium and the offices, retail outlets, multi-purpose indoor arena and aquatic centre around it. “This method is more efficient and effective in providing comfort for a facility of this size,” says Andrew. “We have also installed

One-stop destination The stadium is unique in that it can be configured to host athletics, football, rugby and cricket. The lowest-tier seats can be retracted to host athletics and extended closer to the pitch for football and rugby.

“It has never been done before on other dome roofs in the world – and each was equipped with drive motors that help move the panels.”

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“Most stadiums around the world can be adapted on an ad-hoc basis to suit a couple of sports,” says Andrew. “But this stadium is designed to accommodate everything. There are eight sets of seating tiers, each weighing about 1,000 tonnes, and are moved by using a combination of air skates and hydraulic jacks. Building a facility that can move seating tiers is complex and a lot of engineering ideas went into providing the solutions.” The Sports Hub, which has won several international awards for its engineering design, has hosted a number of elite sports events since its opening. At the heart of it, the Sports Hub is designed to be a sports, entertainment and lifestyle facility and destination to serve the community. “We wanted to make this stadium a place where the community can gather so that it is used all year round and not just during events,” Mark emphasises. “The hub wasn’t built for a particular event – it was built to start a new legacy in Singapore.”

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below: Once a vacant piece of land, the Marina Bay today is a worldclass destination

MARINA BAY

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arina Bay has enshrined Singapore as a global city. While its spanking new buildings are what come to mind at the mention of its name, much work took place behind the scenes during the development of the premier district. The Urban Redevelopment Authority played a key role in transforming Marina Bay from a vacant piece of land into the worldclass destination it is today. Not only did it plan and guide how land should be used, the agency also implemented and coordinated the essential infrastructure needed to support developments there. URA worked closely with public and private sector partners and engineers over a span of 20 years to build them. Several projects were new to Singapore, such as the 5.7km Common Services Tunnel linked to electrical substation which provides key underground utility connections to properties within the area. The CST houses telecom cables, power lines, and chilled water, potable water and pneumatic refuse collection pipes. Other “firsts’ include the iconic Helix and Jubilee bridges, and the barrier-free waterfront promenade around Marina Bay. These projects and the CST were integral in the vision to transform Marina Bay into a financial centre, civic space, and community playground.

above, left and right: The CST, which is as big as two MRT tunnels, houses telecom cables, power lines, and water and pneumatic refuse collection pipes

below: Walls dating back to colonial times and buried up to 20m deep had to be removed for the development of the CST

But over and above the din of new residential and office towers rising in the skyline, Seng Ann and colleague Loo Pak Chai, the director of project management and specialist head of the project, were busy putting together the city centre’s infrastructure backbone. Pak Chai calls the CST the Marina Bay’s engine, a sophisticated piece of engineering that is efficient in delivering utility services to buildings in the precinct. But constructing the CST as big as two MRT tunnels below ground had immense engineering challenges. There were pier and wharf structures buried under reclaimed land, and some parts of the tunnel had to cut below existing MRT lines.

The bay’s engine In 2004, work went full steam ahead on several major developments that were on a tight deadline to realise that vision. “At the height of the building schedule, there were many public and private developments competing for construction access at the same time,” recalls Ler Seng Ann, URA’s group director of development services. “The effort to coordinate and ensure that work on all projects went ahead smoothly was a great challenge.”

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Globalising our City

229

left:

Hitting a wall The trickiest was a buried 1.7km-long, up to 25m deep, 50m-wide, rock-solid breakwater from colonial times that was in its way. “This was the most difficult of the many challenges we faced,” says Seng Ann. “We could not remove it like other seawalls which were easily broken. Some of the stones weighed as much as 20 tonnes each. So we built structures called cofferdams around parts of the breakwater to take them out.” The engineering team constructed a cofferdam filled with seawater, which was the best and cost-effective way to carry out the “underwater excavation” work. A global positioning system then guided a crane operator who used a clam-shell attachment to remove the rocks. The first phase of the CST network was completed within five years. Digging up roads – a common method to repair and maintain utility cables and pipes – is now a thing of the past at Marina Bay. Such work is instead carried out inside tunnels, without

IES Book_20180302_bookblock_FA.indd 228-229

any disruption to traffic. And as utility cables and pipes are housed in the CST’s concrete structure, they are also protected from accidental damage should any excavation work take place on the roads above. URA’s other vision was to give pedestrians a safe and obstacle-free stroll along the waterfront promenade and bridges around the Marina Bay. The objective was to provide a necklace of attractions around the bay district with pedestrian-friendly bridges and a promenade. In linking Marina South and Marina Centre, engineers built the Helix Bridge in the shape of a DNA that symbolises life and continuity, renewal and growth. “It was a unique and complex design, and there was no reference point for us on how to make it simple enough to construct and install,” says Pak Chai. “It was built offsite, segment by segment, and the spiral tubes were bent manually until we reached a level of accuracy that each connecting piece achieved the right 3D coordinates. It was then dismantled and reassembled onsite.

Members of the project team, L–R: Front Row: Estella Kueh, Quek Lee Hwa and Ler Seng Ann Back Row: Loo Pak Chai, Neo Say Yong, Koh Kian Chuan, Pang Sing Wah, Tan Yak Khiang and Alvin Tang

below, clockwise from left: State-of-the-art utility infrastructure in place at Marina Bay Laying the foundations of the Jubilee Bridge Construction of the Helix Bridge

Connecting the landmarks The Jubilee Bridge was also planned as a barrier-free link between two important landmarks, the Esplanade Theatre and the Merlion. At 220m long and 6m wide, it can hold up to 2,000 people, but building it brought about its own set of challenges. URA engineers wanted minimum disruption to public access between the two points, and to businesses and water taxis plying the river during construction. Cofferdams were used to create a dry area in the middle of the river to lay the foundation for the bridge and erect a central column on pile caps. Segments of the bridge, fabricated offsite and brought in on barges, were then installed on the column, one at a time in each direction, in the cantilever method to maintain it in a balance state until each one was in place. “In this project, we decided to put the pile caps underneath the riverbed to allow a wider channel flow and to achieve a better slender column appearance, although it made the construction process difficult,” explains Pak Chai. “The final product is a simple and elegant bridge.”

While there were many challenges in building Marina Bay’s backbone, putting it in place has set Singapore apart from other cities, and delivered big gains for the developments it serves. The Marina Bay has often been cited as having one of the most eye-catching skylines in the world. It would have remained just a vision had it not been for engineers who turned it into reality and made it functional for everyone to experience it fully.

below: In transforming the Marina Bay from a vacant piece of land into a world-class destination, the URA worked closely with public and private sector partners

Jubilee Bridge

Helix Bridge

Marina Bay

MBFC

CST DTL

MBSIR

DTL Rock Mole CST

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acknowledgements

231

ACKNOWLEDGEMENTS

The Institution of Engineers, Singapore (IES) thanks the following organisations for their sponsorship contributions:

Arup Building and Construction Authority Defence Science and Technology Agency Gemalto Pte Ltd GS Engineering and Construction Corp. Housing & Development Board IBM Singapore Info-communications Media Development Authority of Singapore JTC Keppel Land Keppel Offshore & Marine Land Transport Authority Marina Bay Sands Maritime and Port Authority of Singapore National Environment Agency National Library Board, Singapore Nishimatsu Construction Co., Ltd. PUB, Singapore’s National Water Agency Samwoh Corporation Pte Ltd SBS Transit Ltd Sentosa Development Corporation Singtel SP Group ST Engineering Ltd Straco Leisure Pte Ltd Urban Redevelopment Authority WSP Consultancy Pte. Ltd.

The book committee – Er. Edwin Khew, Mr. Mervyn Sirisena, Dr. Boh Jaw Woei, Dr. Chandra Segaran Senkodu, Ms. Khoo Su Ling – extend our appreciation to the IES committee and secretariat for all their work in the Engineering Feats @ IES-SG50 project.

IES committee Dr. Boh Jaw Woei Er. Chan Ewe Jin Prof. Chau Fook Siong Eur. Ing. Kenneth Cheong Er. Chong Kee Sen Mr. Joe Eades Er. Richard Fong Ms. Jasmine Foo Er. Ho Siong Hin Er. Edwin Khew Er. Kwok Hae Fung

Er. Lim Peng Hong Mr. Benny Ling Er. Ng Say Cheong Er. Sharron Ng Er. Ong See Ho Er. Emily Tan Er. Tan Seng Chuan Er. Teo Chor Kok Er. Kaya Totong Ms. Rosemary Yeo

Secretariat Mr. Elson Chen Mr. Stanley Ho Mr. Leon Leong Ms. Cherie Lim Ms. Angie Ng Ms. Shelly Ng

Mr. Pang Yu Yang Mr. Queek Jiayu Ms. Charlotte Seah Ms. Tan Siew Keow Mr. Desmond Teo

We also extend our gratitude to the creative team, Epigram, and editorial team, Penman LP, as well as all other individuals and organisations for their support and contribution that made this publication possible.

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photo credits

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PHOTO CREDITS Alain Dupuis 152 (Divider), 155, 156 (Top), 157 Alstom 55 (Divider), 67 (Bottom) Arup Cover, 55 (Divider), 76 – 77, 130, 198, 200, 207 (Bottom), 209 (Top Left), 212, 222 – 223, 224 (Left) Building and Construction Authority Cover, 118 – 119 (Divider), 133, 134, 135 Darren Soh Cover, 188 (Divider), 223, 224 (Right) Defence Science and Technology Agency Cover, 92 – 93 (Divider), 95, 105 (Bottom), 109 (Bottom), 112, 113, 188 – 189 (Divider), 194, 195, 197 Gardens by the Bay Cover, 188 – 189 (Divider), 215 (Left), 216, 217 Goh Hak Liang Cover, 189 (Divider), 226 Housing & Development Board Cover, 118 (Divider), 140 – 141, 141, 142, 167, 168, 169, 189 (Divider), 204 (Top), 205 Infocommunications Media Development Authority of Singapore 164 (Top)

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Innosparks Pte Ltd Cover, 92 (Divider), Content Page, 114, 115, 116, 117 Jason Tan Cover, 28, 29, 30, 38, 54 (Divider), 60, 77, 86, 94, 129, 132, 151, 190, 196 JTC Cover, 16 – 17 (Divider), 26, 27, 28, 34, 35, 36, 37 Justin Ong Cover, 19, 22, 37, 45, 49, 52, 56, 60, 62, 68, 75, 81, 90, 100, 102, 107, 110, 115, 118 (Divider), 121, 122, 124, 125, 126 (Bottom), 127, 139, 143, 146, 154, 159, 162, 166, 171 (Divider), 173, 174, 179, 183, 185, 189 (Divider), 199, 202, 208, 213, 214, 215 (Bottom Right), 221, 225, 229 Keppel Land Cover, 188 (Divider), 218 – 219, 219, 220 Keppel Offshore & Marine Cover, Content Page, 170 – 171 (Divider), 176 – 177, 178, 180, 181, 182, 186, 187 Land Transport Authority Cover, 54 – 55 (Divider), 57, 59, 65, 66, 69, 70, 71, 72, 73, 74, 79, 82, 83, 88, 89, 91, 152 – 153 (Divider), 156 (Bottom), 160 (Top), 161, 191, 192, 193 Lian Beng Construction Pte Ltd 209 (Bottom)

Marina Bay Sands Pte Ltd Cover, 188 (Divider), 207, 209 (Top Right) Maritime and Port Authority of Singapore Cover, 17 (Divider), 39, 40, 41 Ministry of Defence, Singapore Cover and Divider, 98 – 99, 104, 105 (Top) Ministry of Information and the Arts Collection, courtesy of National Archives of Singapore Cover and Divider, 12, 20 (Bottom), 21, 63 (Right), 120 National Environment Agency Cover, 118-119 (Divider), 148, 149, 150 National Library Board, Singapore Cover, 118 (Divider), 128 – 129, 130 (Middle), 131 Netlink NBN Trust Cover, 152 (Divider), 163, 164 (Bottom), 165 Paul McMullin 78 PUB, Singapore’s National Water Agency Cover, 16 – 17 (Divider), 23, 24, 25, 50 – 51, 50, 53, 118 – 119 (Divider), 126, 144 – 145, 145, 147

Ronni Pinsler Collection, courtesy of National Archives of Singapore 120 – 121 RSP Architects and Arc Studio 203, 204 (Middle, Bottom) Safdie Architects 210, 212 – 213 Samwoh Corporation Cover, 119 (Divider), 136 – 137, 137, 138 SBS Transit Ltd 67 (Top) Sentosa Development Corporation Cover, 54 – 55 (Divider), 84, 85, 87 Singtel 20 (Top) SP Group Cover, 16 – 17 (Divider), 31, 32, 33, 42 – 43, 44, 46 – 47, 47, 48 ST Kinetics Content Page, 93 (Divider), 96, 97, 101 STELOP Cover and Divider, Content Page, 106, 108 Straco Leisure Cover, Content Page, 188 (Divider), 201 Tan Hiok Seng and Eddie Lim Sing Loong 61, 63 (Left) The Straits Times © Singapore Press Holdings Limited 58 Timothy Hursley Content Page, 206, 211 Urban Redevelopment Authority 181, 227, 228, 229 (Bottom)

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Outstanding Engineers of the 50 Engineering Feats

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OUTSTANDING ENGINEERS OF THE 50 ENGINEERING FEATS

ABC Waters at Kallang River@ Bishan-Ang Mo Kio Park

AIR+ Smart Mask

BIONIX Mr. Fong Saik Hay

CEPAS Card and a Symphony for E-Payment

Cross-Island and Jurong IslandPioneer Cable Tunnels

Deep Tunnel Sewerage System

Mr. Fong Saik Hay

Mr. Chiang Kok Meng

Downtown Line Under the Singapore River

Driverless Mass Rapid Transit System

Mr. Tan Nguan Sen

Mr. Gareth Tang

Mr. Loh Heng Fong

Mr. Silvester Prakasam

Er. Adrian Stewart John Billinghurst

Mrs. Ang-Tan Seow Kiak

Mr. Sim Wee Meng

Mr. Chua Chong Kheng

Ms. Angela Koh

Mr. Jerome Lee

Dr. Richard Kwok

Ms. Deborah Wong

Er. Ian Leslie Watts

Mr. Moh Wung Hee

Er. Louis Paul Fok

Mr. Sim Wee Meng

Mr. Lim See Gan

Mr. Steven Sak

Mr. Toh Beng Khoon

Ms. Peggy Wong

Er. Cheng Ch’ng Yih

Mr. Harry Seah

Mr. Chang Kin Boon

Mr. Leong Kwok Weng

Ms. Cheng Geok Ling

Mr. Daniel Tan

Dr. Koh Yong Khiang

Mr. Wan Mahmood

Er. Lee Jee Teng Daniel

Mr. Yahya Abd Ghani

Mr. Rama Venkta

Mr. Wong Wai Keong

Mr. Yau Wing Ken

Ms. Lau Li Yen

Mr. Tay Choon Mong

Mr. Goh Boon Leng

Er. Lai Woei Tong

Mr. Young Joo Chye

Er. Jason Chew Soon Leong

Dr. Samuel Chan

Mr. Ow Peng Peng

Mr. Lo Mikail

Mr. Teng Tat Chong

Ms. Tay Lay Peng

Er. Ong Chee Wee

Mr. Wah Yuen Long

Mr. Kulaindran Ariaratnam

Mr. Melvyn Thong

Mr. Sockalingam Subramaniam

Mr. Ong Wern Er

Mr. Ong Kian Beng

Mr. Lim Sau Jiun

Er. Oskar Sigl

Mr. Lim See Gan

Er. Ng Jin Teik

Mr. Koh Kai Neng

Ms. Chen Hwee Fern

Prof. Karl Erik Birgersson

Mr. Tong Kai Meng

Mr. Lim Ming Chuan

Er. Phua Cheng Piao Andy

Mr. Tan Boon Tee

Mr. Carlos Acosta

Mr. Tan Yih Long

Mr. Chow Siew Hung

Mr. Francis Teo

Ms. Bock Yin Har

Er. Hu Xiangbin

Mr. Devaraj Sanmuganathan

Mr. Egwin Law

Ms. Kok Yen Hui

Er. Tan Ngo Chiaw

Mr. Gan Boon Jin

Mr. Kelvin Lim

Er. Soh Seng Siong

Mr. Yong Wei Hin

Mr. Frank Lai

Mr. Yap Kwee Seng

Mr. Howie Tan

ArtScience Museum

Mr. Ng Bor Kiat

Mr. Ng Hock Heng

Er. Gan Chin Hwi

Mr. Herman Ching

Mr. Alexander Ng

Mr. Ho Kum Fatt

Mr. Lee Tuck Wai

Mr. Peter Bowtell

Mr. Ng Keok Boon

Mr. Stephen Lee

Er. Lim Pen Ann Kenny

Ms. Woo Lai Lynn

Mr. Kumarasamy Surendran

Mr. Ibrahim Malik

Ms. Chan Hui Chng

Er. Chia Wah Kam

Mr. Pek Chong Guat

Mr. Tam Chee Kat

Er. Alec Richard Walker

Mr. John Filbert

Er. You Fook Hin

Mr. Lim Poo Yam

Ms. He Qihui

Mr. Va-Chan Cheong

Mr. How Kian Soon

Mr. Ng Joo Leng

Mr. Lian Wee Tiong Winston

Mr. Gordon Nicholson

Mr. Nick Osborne

Mr. Kang Meng Liat

Mr. Stefan Bruckmann

Er. Brendon McNiven

Mr. Roger Lim

Mr. Solomon Chong

Mr. Koh Keng Boon

Mr. Tan Ngo Chiaw

Er. Richard Siew

Mr. Lee Beng Hooi

Er. Budi Lee

Mr. Eric Chua

Mr. Nicholas Lee

Mr. Weng Liwei

Mr. Bob Marshall

Mr. Oh Boon Huat

Mr. Hong Kim Hong

Er. Joe Lam

Mr. Felix Chua

Mr. Jack Puang Chok Hua

Mr. Yogalingam

Mr. Jim Yee

Ms. Teh See See

Air Command and Control Hub

Mr. Tan Chuan-Yean

Ms. Zhou Zhi Qin

Mr. Tan Wee Chye

Dr. Chandra Segaran

Er. Tuem Heng Seng

Mr. Brian Van Weele

Ms. Esther Lim

Ms. Term Siok Lim

Ms. Chang Chai Fung

Mr. Franky Lo

Mr. Teo Hak Bak

Mr. Ngoh Peng Guan

Mr. Yew Mun Cheong

Er. Michael McGowan

Mr. Tan Yong Peow

Mr. Chua Hee Tiam

Ms. Louise Mak

Mr. Chua Ngee Chye

Mr. Ang Thiam Huat

Mr. Shawn Seah Tiong Peng

Mr. James Roh

Ms. Fang Han Xin

Mr. Cheng Heng Ngom

Mr. Daniel Birch

Mr. Adrian Tee

Downtown Line Bugis Station

Mr. Henry Kim

Ms. Chen Lin Lin

Mr. Joseph Correnza

Mr. Colin Tai

Mr. John Davies

Mr. Lim Ki Wook

Mr. Tham Kin Mun

Mr. Daniel Brodkin

Er. Cheryl Lee Zi Du

Mr. Ji Woo Seong

Ms. Tien Siew Ping

Mr. Patrick McCafferty

Er. Michael McGowan

Ms. Yeo Ling Foon

Mr. John-Legge Wilkinson

Cleaning Up the Singapore River

Mr. Gary Weston

Ms. Aw Bee Ting

Dr. Jack Pappin

Mr. Lee Ek Tieng

Mr. Anthony Leversedge

Ms. Koh Fong Yee

Mr. Henry Shiu

Mr. Tan Gee Paw

Mr. Philip Iskandar

Mr. Lee Kok Thong

Dr. Xu Jingfeng

Mr. Daniel Wang Nan Chee

Ms. Faith Lee

Mr. Andrew Chng Hock Guan

Mr. Mac Tan

Mr. Loh Ah Tuan

Mr. Sudhakaran Nair

Dr. How Khee Yin

Mr. Christopher Pynn

Mr. Chiang Kok Meng

Ms. Ruth Wong

Dr. Foo Shou King

Mr. Kan Yiu Fai

Mr. T.K. Pillai

Mr. Shaik Sha Marican

Mr. Ken Roxas

Mr. Tan Teng Huat

Ms. Cynthia Tan Bee Suan

Mr. Dai Yamashita

Mr. Chen Hung

Mr. Lim Seng Yeow

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Outstanding Engineers of the 50 Engineering Feats

DTL Live Lines Crossing

Gardens by the Bay

Jurong Island

Kallang-Paya Lebar Expressway

Keppel Bay

Keppel Singmarine Icebreaker

Lift Upgrading Programme

Marina Bay

Mr. Sim Wee Meng

Mr. Patrick Bellew

Er. Ong Geok Soo

Mr. Marcus Karakashian

Mr. Teh Hee Seang

Mr. Edmund Lek Hwee Chong

Mr. Thomas Seow

Er. Ler Seng Ann

Er. Louis Paul Fok

Mr. Yacine Bouzida

Mr. David Tan

Er. Chuah Han Leong

Ms. Serena Yap

Mr. Tan Cheng Hui

Er. Lawrence Pak

Er. Loo Pak Chai

Mr. Chang Kin Boon

Er. Chan Kok Siong

Mr. Koh Chwee

Er. Ian Leslie Watts

Mr. Lim Kok Kim

Mr. Au Yeong Kin Ho

Er. Chee Kheng Chye

Ms. Estella Kueh

Mr. Rama Venkta

Er. Thomas Cheang

Er. Chuah Seng Gee

Er. Lee Chian Heng

Mr. Yow Cheong Hoe

Mr. Kang Toh Seong

Er. Ng Say Cheong

Er. Koh Kian Chuan

Er. Jason Chew Soon Leong

Mr. Michael Chin

Mr. Lim Chin Chong

Er. Cheah Chee Khoon

Mr. Tan Eng Hong

Mr. Foo Chee Tsuan

Er. Kwang Cheok Sen

Er. Pang Sing Wah

Mr. Kulaindran Ariaratnam

Er. Chung Choon San

Ms. Finn Tay

Mr. Patrick Chan Hong Joo

Mr. Ng Swee Tong

Mr. Chin Lik Keong

Er. Goh Mun Choon

Er. Tan Yak Khiang

Er. Ng Jin Teik

Er. Ms. Cong Zheng Xia

Mr. Calvin Chung

Mr. Shaik Sha Marican

Mr. Yong Fen Leong

Mr. Alex Neo Tiong Gee

Er. Lim Teck Choy

Mr. Alvin Tang

Mr. Carlos Acosta

Mr. Meredith Davey

Ms. Tan Su Chern

Mr. Koh Ser Oon

Ms. Yee Yee Nwe

Mr. Cong Yu Jie

Er. Lee Boon Gee

Er. Keith Leung

Mr. Frank Lai

Mr. Foo See Lim

Mr. Chong Chen Chuan

Mr. Soh Lian Kiat

Mr. Fong Weng Cheong

Mr. Lau Kah Loon

Er. Ho Chew Fook

Ms. Ong Yen Ping

Mr. Esen Sze

Mr. Go Yang San

Ms. Wong Xin Ee

Er. Tng Thiam Heng

Mr. Wong Chin Jong

Mr. Philip Koh Choong Sing

Mr. Mak Kwok Leong

Dr. Naoto Tanaka

Mr. Wong Kah Chou

Er. Chelvadurai Harendran

Er. Mao Whey Ying

Mr. Mohd Afandi bin Mohd Noh

Mr. Song Wee Ngee

Mr. Dick Yeo

Mr. Leow Beng Kiat

Mr. Koichi Hasaba

Mr. Kumarasamy Surendran

Mr. Eric He

Er. Hee Ah Mui

Er. Kwa Guian Sin

Mr. Tan Guan Beng

Mr. Koh Kin Siah

Mr. Tan Chek Sim

Er. Bill Tang

Mr. Alexander Ng

Er. Johnny Lim Chin Huat

Er. Cheong Wee Hun

Mr. Raymond Tan Lak Suan

Ms. Mabel Chong

Mr. Tan Ser How

Mr. Lye Pok Min

Er. Lee Siew Beng

Er. You Fook Hin

Er. Lim Peng Hong

Er. Lim Teck Heng

Er. Chan Kok Siong

Mr. Lee Ang Seng

Mr. Wong Fort Huat

Mr. Nick Osborne

Er. Mak Yew Cheong

Mr. Yeoh Kim Siew

Er. Chua Tong Seng

Mr. Ng Han Siong

Mr. Ma Zhen Nan

Er. Richard Siew

Mr. Ng Cher Heong

Er. Lie Liong Tjen

Mr. Leong Kok Fei

Mr. Oh Boon Huat

Mr. Neil Thomas

Er. Teoh Eng Sin

Mr. Steven Huang Yijin

Mr. Jim Yee

Er. Toh Han Lin

Jurong Rock Caverns

Er. Gan Chin Hwi

Mr. Ng Yew Hung

Er. Michael McGowan

Er. Simon Wee Hian Wen

Er. Teo Tiong Yong

Er. Lim Peng Hong

Mr. Vince Chew Voon Chin

Er. Cheryl Lee

Ms. Ruth Wong

Mr. Wong Siu Tee

Er. You Fook Hin

Mr. Leo Suhaendi

Ms. Angela Chen

Mr. James Roh

Mr. Ed Forwood

Mr. Henry Kim

Mr. Giorgio Buffoni

Mr. Jeong Chan Gyoon

Er. Dr. See Lin Ming Er. Ho Chong Leong Er. Wong Ling Chye

KFELS N-Class

LTA Design of Contactless Top-Cover Smart-Card Reader for MRT Stations

Mr. Chris Ong Leng Yeow

Mr. Alain Dupuis

Mr. Eoin O’Donovan

Mr. Andy Lim Sue Chek

Dr. Foo Kok Seng

Mr. Brian Ling

Mr. Melvin Ng

Mr. Andrew Neo

Mr. Wong Kok Seng

Mr. Perumalla Venkata

Ms. Chong Pui Chih

Mr. Soon Ah See

Mr. Michael Chia

Subrahmanyam

Prof. Lu Ming

Mr. Tan Kok Keng

Dr. Matthew Quah Chin Kau

Mr. Silvester Prakasam

Marina Bay District Cooling Network

Mr. Petter Plassbak

Mr. Wang Pan

Mr. Chan Cheng Choong

Ms. Deborah Wong

Mr. Tey Peng Kee

Ms. Margarita Ivanova Georgieva

Mr. Lim Sau Jiun

Mr. Foo Yang Kwang

Mr. Teo Yap Hong

Infrared Fever Screening System

Mr. Tan Wooi Leong

Esplanade Bridge

Mr. Tan Yang How

Mr. Philippe Olivier

Er. Yap Cheng Chwee

Mr. Teo Chee Wah

Ms. Choo Eng Geok Er. Louis Paul Fok Kow

Dr. Tristram Carfrae Mr. Peter Burnton

Mr. Shi Degang

Er. Ang Chee Keong

Ms. Chiew Geok Har

Mr. Jimmy Wan Kin Fung

Mr. Pascal Briand

Keppel O&M’s DSS Series of Semisubmersibles

Mr. Tint Htoo Naing

Marina Barrage

Ms. Zhang Lei

Mr. Eric Ong Ah Sun

Mr. Yung Kim

Prof. Aziz Merchant

Dr. Chen Hong

Mr. Koh Boon Aik

Er. Esther Luk Kwan Hao

Mr. Law Teck Hiang

Mr. Lee Kyoo Jae

Mr. Anis Hussain

Mr. Nikolay Bonev

Mr. Yap Kheng Guan

Mr. Oon Liyang

Mr. Looi Teik Soon

Mr. Soo Ming Jern

Mr. Eui Hong

Mr. Murthy Pasumarthy

Mr. Ghani Jabar

Mr. Moh Wung Hee

Mr. Wong Chee Sang

Er. Ho Pui Ming

Mr. Lim Fang Wen

Er. Kam Mun Wai

Mr. Huang Chongyong

Mr. Lee Yi Jiat

Dr. Brendan Harley

Mr. Koh Her Shiing

Mr. M Kaihara

Mr. Sam Tan Yong Chin

Dr. Zhou Yingxin

Ms. Zhang Yanting

Mr. Lam Khee Chong

Mr. Quek Cheng Kwee

Mr. Tan Wee Kiat

Mr. Junichiro Nakayama

Mr. Tan Lay Beng

A/Prof. Low Bak Kong

Mr. Tan Leong Peng

Mr. Ng Seng Chong

Mr. Ho Siew Koon

Dr. Noriyasu Maehara

Mr. Takashi Tsuboi

Mr. Thia Chang Liang

Mr. Suzuki Hitoshi

Mr. Lim Boon Seng

Mr. Roy Lim Meng Hook

Mr. Choo Siew Meng

Er. Heng Meng Lek

Mr. Tokuro Asano

Mr. Andy Tan Wee Kok

Er. Gan Chin Hwi

Mr. Teo Yoke Chye

Mr. Manoharan Krishna Kumar

Mr. Koh Lye Hock

Mr. Maung Aunt

Mr. Teruo Nakaoka

Mr. Yeo Kok Wee

Er. Au Kow Liong

Mr. Patrick Kuo

Mr. Chan Yoke Lim

Mr. Cheoh Bong Leng

Mr. Tin Maung Than

Mr. Motoi Yamamura

Mr. Koh Kee Poh

Er. Dennis Wong

Ms. Dorothy Han

Mr. Norman Chua Khee Yong

Mr. Lim Chin Siong

Mr. Lim Kien Khong

Mr. Kunio Tsujimoto

Mr. Adrian Liew Boh Chuan

Ms. Rajinee Kuna

Mr. Koh Chai Meng

Mr. Tan Choon Hin

Mr. Goh Lee Peng

Mr. Edmund Mok Hay Foo

Mr. Late Tan Boon Lee

Mr. Darryl Tai

Mr. Dave Toh

Ms. Ong Yok Hoon

Mr. Kamsani Kario

Mr. Pek Choon Kiat

Mr. Gobinathan Prasad

Mr. Gao Ming

Mr. Andrew Koh

Ms. Wong Shook Leng

Mr. Hashim bin Yusof

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Marina Bay Sands

Marina Coastal Expressway

NEWater

Pasir Panjang Terminal Expansion

Punggol Waterway

SAR21

Semakau Landfill

Mr. Lee Ek Tieng

Next Generation Nationwide Broadband Network

Mr. Peter Bowtell

Er. Yap Cheng Chwee

Mr. Va-Chan Cheong

Er. Chuah Han Leong

Er. Toh Ah Cheong

Mr. Sng Cheng Keh

Mr. See Wee Young

Mr. Koh Kim Hock

Mr. Tan Gee Paw

Mr. Ronnie Tay

Mr. Loh Chee Kit

Er. Lau Joo Ming

Mr. Michael Tan Hiok Kiang

Er. Ong Soo San

Er. Chia Wah Kam Er. See Lin Ming

Mr. R. Jaysankar

Mr. Tan Teng Huat

Mr. Khoong Hock Yun

Mr. Ong Ah Kiong

Er. Yap Tiem Yew

Mr. Tan Wee Chye

Er. Ong Chong Peng

Er. Lee Chian Heng

Mr. Chan Yoon Kum

Mr. Leong Keng Thai

Mr. Koh Weijie

Er. Dr. Johnny Wong Liang Heng

Mr. Philip Tan

Er. Vincent Teo

Er. Brendon McNiven

Er. Kwa Guian Sin

Mr. Lim Chiow Giap

Ms. Aileen Chia

Ms. Wang Wei Mei Cassandra

Mr. Chua Kok Eng

Mr. Yeo Jia Shyang

Er. Lam Boon Kia

Er. Rudi Lioe

Mr. Gan Hock Hua

Mr. Harry Seah

Mr. Philip Heah

Mr. Chua Kok Eng

Mr. Ng Kim Chua

Mr. Matthew Leong Kwok Hoe

Mr. Kan Kok Wah

Er. Joe Lam

Mr. Hor Kwai Yeow

Mr. Tan Thai Pin

Mr. Harinderpal Singh Grewal

Mr. Ang Loy Jin Lionel

Er. Wilfred Neo Sian Phor

Mr. John Soo Kok Tiong

Mr. Long Lian Ming

Ms. Zhou Zhi Qin

Mr. Chan Hong Joo, Patrick

Ms. Tay Heem Eng

Mr. Patrick Pang

Mr. Tan Yeow Chong

Mr. Khong Yew Cheong

Mr. Lai Hon Nam

Mr. Chew Boon Kiang

Er. Colin Yip

Mr. Lo Chee Meng, Mitch

Mr. Ong Key Wee

Mr. Lester Ng

Er. Loh Yan Hui

Ms. Goh Pei Ling

Mr. Lai Weng Kee

Mr. Ong Chin Soon

Mr. Brian Mak

Mr. Ho Kim Kiat, James

Prof. Ng Wun Jern

Mr. Henry Quek Guan Heng

Mr. Seah Kim Huah

Ms. Toh Ling Rong

Mr. Aw Cheng Hok

Er. Wa Yeng Loong

Er. Ho Chong Leong

Mr. Tamilselvan Singh

Prof. Ong Say Leong

Mr. Marcus Tong

Mr. Lam Pei Wei James

Ms. Yim Hor Mun Audrey

Mr. Chin Nan Sang

Er. Yeoh Kim Siew

Er. Budi Lee

Mr. Yeo Soon Yong

Mr. Ian Law

Mr. Edmund Tan

Mr. Loh Chih Kang

Ms. Yak Sin Wen

Mr. Chee Tuck Wah

Ms. Huyen Nguyen Thi Chau

Er. Wijaya Wong

Mr. Ong Min Chor

Mr. John Poon

Ms. Kelly Kong

Er. Teo Yen Pai

Er. Loh Yan Hui

Mr. Toh Tiong Heng

Er. Cheong Wee Hun

Er. Edwin Ong

Er. Lee Chee Hung

Ms. Ong Ling Ling

Er. Liao Bin Kui Robin

Er. Khoo Tou Khiang

Mr. Felix Tsai

Er. Cheng Kin Joe

Dr. Jack Pappin

Mr. Sng Chun Hui

Mr. John Nah Khuan Holm

Er. Law Kong Hoi

Er. Koh Boon Jeng

Mr. Ng Keng Kerng

Mr. Koh Hee Song

Mr. Otto Lai

Mr. Choo Hong Yow

New Sentosa Cable Car Line

Ms. Wong Wai San

Er. Ng Chee Ho

Mr. Wang Wei Yang

Mr. Vincent Tsao

Mr. Low Fong Hon

Mr. Juan Maier

Mr. Soh Lian Kiat

Er. Lee Siyou Kim

Mr. Koh Wee Sain

Ms. Tan Lee Lian

Mr. Low Chak Chuang

Mr. Ong Seng Eng

Mr. Peter Hoad

Er. Ho Pui Ming

Er. Ang Kok Heong

Mr. Sebastian Gana Selban

Mr. Chu Boon Hor Martin

Mr. Heng Khee Ngee

Mr. Eng Tiang Sing

Dr. Xu Jingfeng

Er. Tan See Chee

Mr. Hwang Yee Fei

Mr. Francis Koo

Mr. Tan Thiam Wee

Samwoh Eco-Green Building

Mr. Ong Hock Lim

Mr. Chua Soon Wah

Mr. Larry Telford

Er. Soon Won Moi

Mr. William Poon Kai Yew

Mr. Reuben Wong Chun Mun

Mr. Sim King Liang Lewis

Er. Dr. Ho Nyok Yong

Mr. Lua Chew Meng

Mr. Loo Eng Por

Ms. Ruth Wong

Er. You Fook Hin

Mr. Shaun Ang Qihua

Ms. Evangeline Loh

Mr. Loh Chin Wee

Dr. Kelvin Lee Yang Pin

Mr. Lim Chye Mong

Mr. Neo Kay Hian

Mr. Mac Tan

Er. Adrian S J Billinghurst

Ms. Liu Lihui

Ms. May Tin Zar Linn

Mr. Lim Wee Fong

Mr. John Downs

Er. Lim Kuan Pow

Mr. Woo Cheong Yuen

Er. Chew Keat Chuan

Mr. Luke Quinn

Er. Tony Tay Chye Teck

Mr. Andrew Seh Seck Kim

Mr. Low Giau Leong

Mr. Darren Bull

Er. Adeline Koh Lian Suan

Er. Lai Huen Poh

Pinnacle@Duxton

Er. Yoong Shaw Leong

Er. Yap Tiem Yew

Singapore’s First Mass Rapid Transit System

Er. Shirley Jawin

Er. Lawrence Pak

Dr. Michael Fam

National Library Building

Er. Eng Kwee Chew

Er. Chee Kheng Chye

Er. Lim Leong Geok

Er. Russell Cole

Er. Teo Yann

Er. Lee Boon Gee

Er. Pok Sheung Foo

Er. Scott Munro

Mr. Tan Chiat Phang

Mr. Teo Soon Tiong

Er. Terrence W Hulme

Er. Yeow Mei Leng

Mr. Gaston Chee Kok Ling

Mr. Loh Chien Yong, Jonathan

Er. Christopher J Windle

Mr. Rajan Janakiraman

Eng. Oswald Graber

Er. Peter Copsey

Mr. Rica Dela Cruz

Mr. Martin Ladner

Er. John W Vint

Mr. Michael Chin

Er. John Wilson

Mr. André Lovatt

Mr. Nallaperumal Palanivelu

Ms. Ruth Wong

Mr. Narayanasamy Nithyanantham

Er. Dr. Ting Seng Kiong

239

Mr. Lek Chee Hock

Mr. Liew Kim Hoe Mr. Darren Warren Mr. Mike Reed Mr. Mani Manivannan Mr. Haico Scheppers Mr. Phillip Greenup Mr. Jim Read Mr. Alan Newbold

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240

ENGINEERING A FIRST WORLD

Singapore Sports Hub

The Float at Marina Bay

Underground Ammunition Facility

Er. Chia Wah Kam

Dr. Koh Hock Seng

Prof. Lui Pao Chuen

Worldâ&#x20AC;&#x2122;s First Electronic Road Pricing

Er. See Lin Ming

Mr. Lek Jiunn Feng

Er. Lim Chee Hiong

Dr. Chin Kian Keong

Er. Andrew Henry

Mr. Tan Hian Nam

Mr. Ong Yew Hing

Mr. Lew Yii Der

Er. Mike King

Mr. Lai Wee Chiang

Er. Tay Leng Chua

Mr. Tan Hiok Seng

Er. Vivien Foo

Mr. Lim Yoke Beng

Er. Teo Loon Chin

Ms. Grace Ong Geok Hua

Mr. Peter Bowtell

Mr. James Ng Tian Kheng

Dr. Zhou Yingxin

Mr. Leonard Tan Tee Siang

Mr. Tristram Carfrae

Mr. Loh Aik Kian

Er. Chua Hian Koon

Mr. Harun Halim

Ms. Jane Nixon

Mr. Fan Yue Sang

Dr. Karen Chong Oi Yin

Mr. Eddie Lim Sing Loong

Er. Mak Swee Chiang

Ms. Lee Wan Ching

Mr. Yen Chong Lian

Mr. Phang Chong Sun

Mr. Will Whitby

Mr. Tan Tze Leng

Mr. Fan Yue Sang

Mr. Masayuki Yamamoto

Mr. Graeme Hanshaw

Ms. Vynna Peh Seoh Chin

Mr. Michael Tong Tat Meng

Mr. Hisao Shigenaga

Er. Scott Munro

Mr. Francis Ong Keng Cheok

Dr. Seah Chong Chiang

Er. Michael McGowan

Mr. Charnjit Singh S/O Amar Singh

Mr. Chow Kim Sun

Dr. Joe Paveley

Ms. Patricia Leow Siew Fah

Er. Ho Chee Leong

Zero Energy Building

Ms. Ruth Wong

Mr. Lim Cheng Hua

Mr. Lim Jiunn Shyan

Er. Lam Siew Wah

Mr. Peter Hoad

Mr. S Santhirasekar

Mr. Tan Tian Chong

Mr. Nick Boulter

Mr. Ng Cher Chia

Mr. Ang Kian Seng

Mr. Bruce Gillespie

The Singapore Flyer

Mr. Sim Beng Kiat

Mr. Jeffery Neng Kwei Sung

Mr. Jean-Marc Teissier

Er. Ho Chong Leong

Er. Tan King Heong

Dr. Gao Chun Ping

Mr. Goh Ferng Jiat, Gary

Er. Brendon McNiven

Er. R. Pandian

Mr. Stephen Mok

Mr. Tan Kiang Yong, Vincent

Mr. Pat Dallard

Ms. Alice Goh Swee Lee

Mr. Jeff Willis

Mr. Selvam Valliappan

Mr. Andrew Allsop

World-Class Electricity Grid

Mr. Seoh Hwai En, Alvin

Taking Overhead Cables Underground

Mr. Alex Edwards

Er. Chang Swee Tong

Er. Lee Chuan Seng

Er. Mak Swee Chiang

Er. Cheng See Tau

Er. Tan Kiat Leong

Mr. Chong Nee Kuen

Ms. Andrea De Donno

Er. Chew Min Lip

Ms. Irene Yong Weng Lai

Mr. Choo Liang Seng

Ms. Easy Arisarwindha

Er. Chung Choon Heong

Er. Teo Yiu Seng

Mr. Lee Chong Beng

Er. Vui Lee Liew

Er. Gan Poh Choo

Prof. Lee Siew Eang

Mr. Tan Beng Hua

Mr. Christopher Pynn

Er. Han Tek Fong

Prof. Tham Kwok Wai

Mr. Jamaluddin Bin Aziz

Mr. Henry Chia

Ms. Heah Check Kiew

Prof. Sekhar, Sitaraman Chandra

Mr. Mohd Ghani Bin Nagoor Mera

Ms. Nur Liyana Ahmad

Er. Lam Khee Shiong

Prof. Cheong Kok Wai, David

Mr. Lee Yew Tiong

Mr. Peter MacDonald

Er. Lee Yau On

Er. Tay Cher Seng

Mr. Tan Choo Lip

Ms. Jane Nixon

Er. Lim Liang Kuang

Mr. Tay Teck Seng

Er. Jason Tan

Er. Leong Weng Kwai Peter

Mr. Lim Teck Hock

Er. Andrew Henry

Er. Sim Kwong Mian

Mr. Tan Boon Wout

Mr. Gary Goh

Mr. Soh Siew Cheong

Mr. Song Meng Seng

Er. Tsun Chiet Lim

Er. Tan Soon Loy

Mr. Khoo Lin

Er. Teo Heng Lam

Mr. Loh Tian Seng

Mdm. Yee Wai Fong

Mr. Chong Kim Koon

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